Transactional Leadership Theory In Nursing

Transformational Leadership in Nursing Introduction Transformational Leadership is the moral ability of a person to make sound judgment and wise decision to influence and inspire others to perform the best outcome even in the critical situation. It is the ability to guide others not just in words, but also by example. Nurses are able to cultivate trust and harmony and establish good relationship with their patients and co-workers through effective and constant communication and intervention. They respond to the basic needs and expectation (Rousel, 2011), they set aside their personal interest for the benefit of their patients and the organization.

As a nurse, there are many things we have learned over our Nursing career, skills that we have refined, and teachings that are continuously being updated. However, there are certain things that we maintain throughout our nursing careers. One of them may be the philosophies that guides our thinking throughout our nursing careers. One such philosophy involves our perspectives on leadership. Although, there are pros and cons to every stated theory, one theory that I somewhat agree with would be Transformational Leadership Theory. As a nurse, thus far I have not abided by a certain leadership theory but for the sake of this paper I'll choose and elaborate on one.

Everything is changing so as nurse leaders we must change with this new era of health to live up to the expectation for the good of

The situational theory talks about “someone being in the right place at the right time” (The New Leadership Challenge: Creating the Future of Nurses-4th edition, 2013), to make change. The skills needed to become an aspiring nurse leader emphasise continually that safe, high quality, compassionate care is the top priority. Being supportive, available, empathic, fair, respectful, compassionate thoughout a patients admission is needed for a positive patient experience.

Leadership has many definitions. Chin, Desormeaux, and Sawyer (2016) define leadership as a relationship between followers and a leader with the intent to promote change through a mutual vision. Therefore, leaders are active influences in the outcome of organizations, through their decision-making, strategies, and influence on followers (Dinh et al., 2014). Additionally, in the nursing context, it has been documented that a leader 's style plays a factor in patient outcomes (Fischer, 2016). Indeed, in an ever-changing, complex health care environment, nursing leadership has become a crucial factor in managing challenges and maintaining patient safety (Fischer, 2016). To accommodate for these challenges, the Canadian Nurses Association [CNA]

Week 9 Overcoming Factors That Impact Informatics Initiatives DB Main Post Informatics impacts the healthcare setting, through the implementation of EHRs. A nurse informaticist not only manages the implementation of technology but follows guidelines set by ANA. Growth in nursing is moving forward as technology is erupting on the scene. The purpose of this paper does nurse impact leadership change for nurses moving into nursing informatics. Can implementation of technological transformation the care of patients, and components of ANCC Magnet health care set?

Acting as a liaison between the nursing staff and other members of the administrative staff, they are often in high-level management roles. Though not in a direct patient contact role, they are often involved in the policy making within an organization affecting patient care (Ferguson-Pare, 2003). The nurse administrator meets the same competencies in the nine essential areas, but have additional competencies in organizational and system leadership, communication and relationship management, knowledge of health care environment, as well as business skills and principles (AONE,

To begin with, a nursing manager is likely employ management tasks such as budgeting and planning in an effort to ensure adequate budgetary allocations and to streamline the workforce organization efforts. This may involve effective management of the financial resources to ensure nursing personnel recruitment programs have adequate finances to attract and recruit a competent nursing staff. The manager can also spearhead budgetary adjustments aimed at setting aside additional financial incentives for the nursing workforce in an effort to minimize or eradicate staff turn-over. With regard to planning, the nursing manager is likely to determine the short-term and long-term human resource needs and align them with the overall objectives of the healthcare organization. This may lead to subsequent hiring of additional nurses to make up for the high turnover rates and building of strategies aimed at combating nurse turn-over to guarantee realization of the set objectives (Huber,

The trust will later increase to both the intrinsic and the extrinsic motivations to me as the nurse executive and to the other employees in the SLMC health care organization. The primary essence of this theory is to transform the management skills of every staff in the firm through the inspirational and charismatic personalities of the strategic level manager. The key role of a nurse executive in the SLMC is to advance the discipline of nursing through creating an enduring connection with all the staffs and fostering the stewardship and the progress of the healthcare organization (Stolley, Watson 2012). The theory will assist me to stand out as the role model for many employees in achieving and working towards the mission and the vision of SLMC health care organization.

They may have a lack of confidence in their ability to adapt to new technologies, or may perceive the change as a threat. Some nurses have adopted a short cut process of administering medication to save time, which is pre-pouring medications. Workaround is another big barrier which occurs when nurses pass the medication without scanning the medication and the patient’s identification (ID) band, to save time and scan them later. Which is dangerous, and a high risk for making an error. The change agent or the nurse leader will need to use the driving forces that will help the project to be successful.

SWOT analysis is internal factors, such as strength, weakness, opportunity, threat, skills and systems. Staff, structure, and shared values are considered in change. These factors are important in health and social care organisations as in the given case study Royal United Hospital weakness was shown in leadership style, leadership fail to monitor progress of change as mention in CQC report for RUH, during first report 2013. Report mention that DSU hydration chart was not filled in which is resistance to change.

Specifically, 1) We explain and analyze how well Barbara Norris done in her first month as a nurse manager and describe her management control approach to performance improvement. 2) We more specifically, evaluate the adequacy of changes Barbara Norris is trying to make. 3) We recommend an action plan for Barbara Noriss to improve staff 's performance.

He or she needs to learn to take control of issues and handle them as a good leader should instead to reporting all issues to the leader in charge. He or she assist the employees and protect them from being molested by both internal and external forces. They help to prevent unnecessary retrenchment of staff but rather redistribute them to other departments where their services are more useful. The nurse manager helps to motivate the workers by rewarding them financially and non-financially. He also inspire the nurses to provide a better patients care and become more productive and satisfied in their

The program can proceed if all agents pivotal to the success of the change are engaged and a clear and concise vision for the future has been developed. Once the change model is in place, it is time to define the structure of change. Senior leaders should provide a clear path for communications and responsibility at each level. At this point I have realised that Change management is not an alternative to project management.

Transactional Leadership Frequently referred to as a managerial approach to leadership, the transactional leadership style is centered on improving efficiencies within an organization or team (McShane & Von Glinow, 2015). Leaders practicing the transactional approach focus on the details of the step by step processes and workflows using a reward and punishment system to encourage workgroup production (Dartey-Baah, 2015). As errors and inconsistent results are part of the expected norm, transactional leaders succumb to the belief that employees require ongoing monitoring and supervision to ensure compliance with the expected work practices. When used with an experienced high performing staff, the constant supervision and punitive nature of the transactional leadership style can be counterproductive, causing a decrease in production and satisfaction among some groups. In contrast, when used with newly formed production units, the transactional style has been known to improve employee engagement and response (Breevaart et al., 2014).