1. Becoming a Transformational nurse leader
Cynthia Todd, bsn, rn

2. First Things First: What is “transformation?”
A complete or major change in someone’s or something’s appearance or form.
An act, process, or instance of transforming or being transformed.
A complete transition from the status quo.
A change that takes time but lasts longer.
(Kliger, 2014, p. 36)

3. Transformational Leadership: The Hottest Trend in Leadership Approaches
Transformational Leadership is one of the most current and popular leadership approaches since the 1980’s, especially in healthcare!
A process where leaders and followers work together for the mutual betterment of the organization.
This Photo by Unknown Author is licensed under CC BY-NC-SA

4. What is a Transformational Leader???
“A Transformational Leader is a Manager who is committed, has a vision, and is able to empower others with this vision.” James MacGregor Burns

5. History of Transformational Leadership
1973
James V. Downton, Jr., Sociologist and Author
1st to define Transformational Leadership
Presented general theories of Leader-Follower
relationships
(Downton, 1973)

6. History of Transformational Leadership
James MacGregor Burns, American Historian and Political Scientist in 1978 differentiated between transactional leadership and transformational leadership.
Defined “Transformational Leadership” as a process where leaders and followers engage in a mutual process of raising one another to higher levels of morality and motivation.
(Burns, 1978, p. 20)

7. a Transformational Leader .……….
Identifies common values…………..
Is a caretaker…………
Inspires others with vision…………
Has long term vision…………..
Looks at effects……………
Empowers others………………
(Marquis & Huston, 2015, p.50)

8. Transformational Leader Perspectives
First – Transformational Leaders have a clear vision of the future state of their organizations.
The image is attractive, realistic, and believable.
The vision is simple, understandable, beneficial and energy creating.
The compelling nature of the vision touched the experiences of followers and pulled them into supporting the organization.
(Northhouse, 2013, p. 197)

9. Transformational Leader Perspectives
Second – Transformational Leaders are social architects for their organizations.
They create a shape or form for the shared meanings people maintained within their organizations.
They communicated a direction that transformed their organization’s values and norms.
They mobilized people to accept a new group identity or a new philosophy for their organization.
(Northhouse, 2013, p. 197)

10. Transformational Leader Perspectives
Third – Transformational Leaders create trust within their organization.
They make their own positions clearly known and stand by them.
They are predictable and reliable, even in times of uncertainty.
They build trust by articulating a direction and then consistently implementing the direction.
(Northhouse, 2013, p. 197)

11. Transformational Leader Perspectives
Fourth – Transformational Leaders use creative deployment of self through positive self-regard.
Leaders know their strengths and weaknesses and emphasize their strengths rather than dwell on their weaknesses.
They are aware of their own competence and are able to immerse themselves in their tasks and the overarching goals of their organizations.
They are able to fuse a sense of self with the work at hand.
(Northhouse, 2013, p. 197)

12. Qualities of a Transformational Leader
Inspires
Challenges
Engages
Develops
Encourages
Aligns

13. Importance of Transformational Leadership in Healthcare
Empowers employees.
Increases overall job satisfaction among nursing staff and healthcare workers.
Enhances employee performance, trust and commitment.
Creates a vision and delivers a sense of belonging to nurses and other staff members.
Establishes a strong relationship between employees and the organization.
Builds a mission-oriented culture within an organization.
Reduces staff turnover!!!
(Chou, 2014, p. 51)

14. A Transformational Leader engages in Strengths Based Leadership
Leaders focus on the individual strengths of their employees which increases the employee engagement.
The organization’s bottom line improves along with employee morale and well- being.
A great leader is only as great as their “team” so they surround themselves with the right team members.
Effective leaders understand their follower’s needs and engage the entire team.
(Rath & Conchie, 2008, p. 3)

15. Transformational Leadership Encourages Teamwork
The Building Blocks of an Organization

16. Do you have what it takes to be a great leader???
“Highly effective leaders have highly effective teams and strong group culture. The leader does not have to be in charge of everything, but he or she must communicate the shared vision, encourage intellectual stimulation, consider individuals, and motivate the team to be innovative and take measured risks to improve” (Drenkard, 2013, p.57).

17. Picture retrieved from:

18. References Burns, J. M. G. (1978). Leadership. New York: Harper & Row.
Chou, P. (2014). Does transformational leadership matter during organizational change. Europe Journal of Sustainable Development, 3(3),
Downton, J. V. (1973). Rebel leadership: Commitment and charisma in the revolutionary process. New York, New York: Free Press.
Drenkard, K. (2013). Transformational leadership: Unleashing the potential. Journal of Nursing Administration, 43(2),
Kliger, J. (2014). Quick fix versus transformation: Nurse’s role in leading real improvement. Nurse Leader, 12(5),
Marquis, B.L and Huston, C.J.  (2015)  Leadership roles and management functions in nursing:  Theory and application (8th Edition).  Hagerstown, MD:  Lippincott Williams & Wilkins.
Northhouse, P.G. (2013). Leadership Theory and Practice (6th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Rath, T. & Conchie, B. (2008).  Strengths-Based Leadership.  New York: Gallup Press.