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Transformational leadership style essay

Transformational leadership style essay

Transformational leadership inspires followers to care for one other and work together. James MacGregor introduced transformative leadership. Importantly, transformational leadership creates high-performance workforces.
Transformational leaders create a vision that inspires and converts followers. Leaders, senior teams, or broad discussions may create this vision.

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“Transformational Leadership style Assignment”
The leader must commit wholeheartedly.
Vision sales follow. It requires work and commitment to sell a bold concept to individuals who join the show slowly. Transformational Leaders must carefully build trust and sell their own integrity.
Looking ahead while selling. Transformational Leaders want others to follow them. Others will joyfully lead the examination of possible routes to the Promised Land without a strategy. A clear vision will always point the way forward, even if the path is unclear.
Finally, stay in the action. Transformational leaders stand out and don’t hide behind their soldiers.
They lead by example. They constantly listen, soothe, and enthuse to inspire and motivate their following.
The transformational approach relies on people trusting the leader because they assume they will be changed by following them.
Teams, departments, divisions, and the entire organization can have transformational leaders. Visionary, inspiring, adventurous, risk-taking, and thoughtful leaders. They’re charming. Charisma alone cannot transform an organization. Transformational leaders must have the following four traits:

  •  Inspirational Motivation:

Transformational leaders inspire members with a clear vision, goal, and values. Every contact is driven by their vision. Transformational leaders inspire and challenge followers. They aggressively promote teamwork and dedication.

  •  Intellectual Stimulation:

Leaders inspire creativity and innovation. They promote new ideas from their followers and never openly criticize their blunders. Leaders focus on “what” rather than “who” in crises. They will abandon an unsuccessful practice.

Leaders serve as models for followers. Such leaders always gain followers’ trust and esteem by their actions. They sacrifice their own wants for their followers and have high ethical standards. Leaders utilize power to motivate employees to achieve organizational goals.
Leaders mentor their followers and reward originality and innovation. Talent and knowledge determine followers’ treatment. They can make decisions and receive the assistance they need to carry them out.

  • Organizations thrive on constructive conflict.

Disagreements regarding strategy and implementation generate energy, change, creativity, and strong, aligned teams.
Organizations that promote difficult discussions find that it leads to innovation, new aims, and necessary changes. Many of the world’s largest companies, law enforcement, humanitarian, and government agencies use this technique.
Conflict is risky. If poorly managed and the result is winning-lose, the process can erode teams and damage mutual respect, alignment, engagement, and trust. However, all conflicts can end in a win-win.

The listener must comprehend and articulate the speaker’s meaning to communicate effectively. The listener must comprehend and respond. Unintelligible communication is ineffective.
Managers assess employee performance. Employees will occasionally fail to meet job requirements. Thus, the employee will receive a negative performance appraisal. The management and employee may feel uneasy.
Managers fail if employees are startled by negative performance appraisals. Performance appraisals shouldn’t reveal an employee’s flaws. Consider it a summary of pre-evaluation communication.
Employees are more inclined to improve if management is upfront about performance.

Before reviewing, create objectives. Goals should reflect job duties and personal growth. Involve the employee in goal-setting to guarantee they can handle the obstacles.
Discuss Employee Performance Regularly
Management should review results with personnel monthly. Communication benefits all employees. Not just for the struggling. It’s not as time-consuming as it seems. Keep meetings concise. This update is not a performance appraisal. Discuss any difficulties and end with good feedback. A formal meeting may be needed if employee performance warrants extensive discussion.

  • • Record Employee Meetings

Record performance talks. Send the employee and file a copy. Do this beyond performance discussions. Balance records with positive behavior observations. Some employees view record keeping as disciplinary documentation. It’s crucial to clarify. Writing down the conversation often clears up misunderstandings. It also starts conversations.

Question 2 : Maslow’s and Herzberg’s hierarchical scales require completion of each stage before moving on.

Both argue that “we behave as we do because we are attempting to fulfil internal needs.” Bartol et al.(2005) requires theory
Both define motivation. However, this is contentious because entrepreneurs and individuals from different cultures have different values and customs, therefore their criteria are different or more essential, e.g. Greek and Japanese workers prioritized safety and physiological demands, while Norwegian and Swedish workers prioritized belongingness.
Herzberg’s motivation and hygiene theories explained these outcomes. Herzberg named hygiene, dissatisfiers and motivators satisfiers. Dissatisfaction and satisfaction are caused by these primary variables.

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