Introduction
Effective clinical leadership is key to the delivery of safe and efficient care. It important, then, for health care professionals to possess leadership skills and to understand the various leadership theories relevant to nursing. Having knowledge about theories allows nurses to improve their skills and their relationship with others, including those whom they may be having a poor working relationship with. Nursing practice faces many other challenges including financial constraints, changing patient needs, increasing demand for healthcare services, workforce diversity, and issues concerning quality of health care (Tucker & Russell, 2004). However, effective leadership can help address these challenges by maximizing the management of each aspect of the hospital setting. This paper emphasizes the importance of transformational leadership theory in a clinical setting and how it can be applied in various situations to achieve organizational goals.
Transformational Theory
James McGregor Burns advanced the concept of transformational leadership in his leadership book in 1978. He interpreted transformational leadership as a process where leaders and their followers motivate one another to higher levels, building a value system that all-inclusive. Burns believed that a strong personality and a powerful vision are common values that define transformational leaders. Furthermore, transformational leaders influence their followers to be flexible in terms of inspirations, opinions, and expectations in order to work towards achieving organizational goals. Burns further advanced his concept of transformational leadership by adding four factors commonly known as the 4 I’s, including individual consideration, intellectual stimulation, inspirational motivation, and idealized influence (Bass, 2003).
Given its impact on institutional and individual outcomes, transformational leadership concept can be widely applied in every department in the hospital. It influences both leadership and their subordinates to be more committed in their duties and to find satisfaction in everything they do. More precisely, the transformational theory emphasizes the importance of change and regards leaders who initiate change as change agents. These kinds of leaders use their personality traits to motivate and to empower their juniors to work towards aching a common goal (Xu, 2017). They share their success story with their followers to influence them and to inspire them to put more effort in their work. Beside, transformational leaders focus on building an honest relationship with their followers founded on trust. When followers are motivated and inspired, they are more likely to make informed and independent decisions. Transformation leadership also requires leaders to use effective communication in leading their subordinates and in fostering an effective working relationship.
Applying the Transformational Theory
In my current role as a surgical nurse manager, I would apply the transformational theory in interpreting scenarios and initiating change. For example, sleeping while on duty is a total violation of the work policies. No surgical nurse should be found sleeping within the hospital premises as it is considered negligence. Being the surgical unit manager, I am responsible for supervising the surgical nurses and the medical assistants. I also oversee performance evaluation, scheduling shifts, and formulation of budgets for the department (Xu, 2017). It is common for surgical nurses to sleep on the examining table, especially during the night shift when there are no patients. If I find a nurse sleeping in the course of my regular supervision, the first step is to let her acknowledge her mistake and that she is aware that sleeping is tantamount to neglecting duties and violation of the night shift policy. The transformational theory would be applicable in this scenario in changing the behavior of the nurse. I would apply the concept to influence the nurse to take her duties more seriously and in motivating her change her attitude towards her duties as a surgical nurse. In order to prevent the nurse and her colleagues from sleeping while on duty, it is important to show them the consequences of such a behavior. First, sleeping while on duty is a threat to patient safety and delivery of quality services (Xu, 2017).
A nurse who is caught sleeping may end up losing her job since it is a violation of the night shift policy and therefore, a ground for termination. Whereas changing this behavior is not an easy undertaking, encouraging the nurse to give her duty the seriousness it deserves may go a long way in preventing the occurrence of the behavior in the future. In line with the transformational leadership theory, it is important to schedule a private meeting with the nurse caught sleeping. When communicating with the nurse, I will listen carefully to her perspective since it is crucial to recognize her concerns before criticizing her. Secondly, I will analyze the magnitude of the problem at hand and the concerns of the nurse. I would then demonstrate what my expectations as the unit manager and the expectations of the entire hospital for the nurse. This could motivate the nurse to change her attitude and work towards achieving her duties diligently (Xu, 2017). Applying transformational leadership in this scenario would influence the nurse’s behavior. Further, this concept would improve her commitment, causing a change in the overall performance of the department.
Conclusion
In summary, applying the various leadership theories in different scenarios is the most effective way to transform an organization. Leaders need to understand the available theories and when to apply a particular theory to achieve the organization goals.
References
Bass, B. M. (2003). Face to face—Power to change: A conversation with Bernard M. Bass. Leadership in Action: A Publication of the Center for Creative Leadership and Jossey‐Bass, 23(2), 9-11.
Tucker, B. A., & Russell, R. F. (2004). The influence of the transformational leader. Journal of Leadership & Organizational Studies, 10(4), 103-111.
Xu, J. H. (2017). Leadership theory in clinical practice. Chinese Nursing Research, 4(4), 155-157.
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