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TRANSFORMATIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP. A Practical Application Dr Thelma van der Merwe Nursing Saudiization Department KFSH&RC October 2004. Guiding Question :. How could transformational leadership be implemented within an organisation?. OBJECTIVES. Define transformational leadership

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TRANSFORMATIONAL LEADERSHIP

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  1. TRANSFORMATIONAL LEADERSHIP A Practical Application Dr Thelma van der Merwe Nursing Saudiization Department KFSH&RC October 2004

  2. Guiding Question: How could transformational leadership be implemented within an organisation?

  3. OBJECTIVES • Define transformational leadership • Assess transformational leadership theory • Analyse characteristics of transformational leaders • Analyse competencies needed for transformational leadership • Analyse a transformational leadership case study

  4. DEFINITIONS • A leadership style focused on effecting revolutionary change in organisations through a commitment to the organisation’s vision (Sullivan & Decker, 2001)

  5. DEFINITIONS CONT… • Transformational leaders have the ability to clearly articulate a vision of the future… • They are the myth-makers, the storytellers • They capture our imagination with the vivid descriptions of the wonderful future we will build together (Trofino, 1992)

  6. TRANSFORMATIONAL LEADERSHIP THEORY Why transformational leadership? • Nurture employees • Build & facilitate nursing leadership in Kingdom of Saudi Arabia (KSA) • Respond current nursing shortages

  7. TRANSFORMATIONAL LEADERSHIP THEORY CONT… • Future nurse leaders - change from command & control - reduce excessive policies & rituals - share the power • are not concerned with status quo • bring revolutionary change in organisations & humans

  8. CHARACTERISTICS • Leaders & followers raise one another to higher levels of motivation and morality • Empowering others to achieve a shared vision – transforms both • Appeal to individuals to better themselves

  9. CHARACTERISTICS CONT… • Fosters followers inborn desires for higher values, morals, humanitarian ideals • Moves individuals beyond transactions & interpersonal exchanges to perform beyond basic expectations • Uses power to instill a belief followers can do exceptional things

  10. CHARACTERISTICS CONT… • Commit people to action • Convert followers into leaders • Convert leaders into change agents, innovators • Are courageous

  11. CHARACTERISTICS CONT… • Believe in people • Are value driven • Are lifelong learners • Can deal with complexity

  12. DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP The four ‘I’s’ • Idealised influence (charisma): - follower admiration & respect, - risk sharing - consideration for follower needs - ethical & moral conduct (trust)

  13. DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP CONT… • Inspirational motivation - meaning & challenge to work • Intellectual stimulation - creative problem solving • Individualised consideration - listening, praising (Bass & Avolio, 1994)

  14. LEADERSHIP COMMITMENTS • Search for opportunities to change/ grow • Experiment • Shared uplifting vision • Inform & share power • Individualize projects

  15. LEADERSHIP COMMITMENTS CONT… • Involve team • Commit • Harness individual potential • Facilitate conditions for knowledge based workers • Celebrate achievements

  16. ENVISIONING THE FUTURE • Central to achievement of organisational goals • Emerged from management by objectives & strategic planning • A vision is an opportunity to rethink: ‘where are we now’ & ‘where do we want to be’

  17. A SUCCESSFUL VISION • Pre-requisites - must make sense to the staff - powerful to excite, motivate & generate commitment - emphasise what may be - clarify what should be

  18. A SUCCESSFUL VISION CONT… • First stage - uniqueness of group - true priorities for next year - why would I commit for next 1-5 years? - what achievements will make us proud?

  19. SUCCESSFUL VISION CONT… • Second stage • Internal & external needs analysis • Identify factors team must achieve to remain viable & productive & develop • Formal tools - SWOT analysis - Delphi research technique (MacKenzie, 1998)

  20. ELEMENTS OF TRUST • Commitment - make decisions on what is right rather than self-interest - commit to something more than self

  21. ELEMENTS OF TRUST • Familiarity - When we know someone/ or something well enough - Personal relationships - Trust based on how we are treated • Personal responsibility - Take responsibility for actions

  22. ELEMENTS OF TRUST CONT… • Integrity - Honesty - Self-awareness • know you who you are - Lack of self-confidence indicates • criticize others • do most of talking • decisions on what boss wants • worry who gets credit

  23. ELEMENTS OF TRUST CONT… • Consistency - walk the talk - predictability of behaviour • Communication - open communication - unwilling to deal with sensitive/difficult issues - share perceptions & listen

  24. ELEMENTS OF TRUST CONT… • Forgiveness & reconciliation • Essence of trust - spiritual & requires faith - what is acceptable when we are at home versus at work (Annison & Wilford, 1998)

  25. FIVE PRACTICES OF TRANSFORMATIONAL LEADERSHIP EACH PRACTICE CAN BE TESTED, LEARNED & TAUGHT

  26. Leadership Practices Inventory • Challenge the process • Inspire a shared vision • Enable others to act • Model the way • Encourage the heart (Kouzes & Posner, 1988)

  27. COMPETENCIES FOR TRANSFORMATIONAL LEADERSHIP • Management of Attention - having a vision - outcomes/goals • Management of Trust

  28. COMPETENCIES FOR TRANSFORMATIONAL LEADERSHIP CONT… • Management of Meaning - creating a social culture, know expectations - bonding • Management of Self - know one’s own skills & lack thereof - professional development

  29. Case Study…transformational leadership in action Implementation in the Nursing Saudization Department

  30. Steps in Transformational Process • Clarify responsibility & accountability • Identify & agree on responsibilities in Department • Continuous consultation & support of staff • Continuous update & feedback

  31. Steps in Transformational Process • Two Saudi Clinical Educators, one Western Education Coordinator • Ongoing evaluations • Acknowledgement • Celebration of achievements • Satisfied Saudi & non-Saudi nurses • Protection & motivation of staff in Department: improvedquality of nursing practice

  32. SUMMARY Transformational values & competencies are critical to support leadership in KSA & world wide Current Saudi nursing workforce is young & oftentimes inexperienced Without competent leaders, the workforce relies heavily on expatriates

  33. SUMMARY cont… It is thus imperative that senior managers and leaders including nurses, mentor Saudi nurses into positions of leadership.

  34. ACKNOWLEDGEMENT • To all the nurses who continuously inspire me to leave a legacy • To all my Saudi nurses • To all my mentors & educators Shukran!!

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