TRANSFORMATIONAL LEADERSHIP A Practical Application

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
• Assess transformational leadership
theory
• Analyse characteristics of
transformational leaders
• Analyse competencies needed for
transformational leadership
• Analyse a transformational leadership
case study
DEFINITIONS
• A leadership style focused on
effecting revolutionary change
in organisations through a
commitment to the
organisation’s vision
(Sullivan & Decker, 2001)
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)
TRANSFORMATIONAL LEADERSHIP
THEORY
Why transformational leadership?
• Nurture employees
• Build & facilitate nursing leadership in
Kingdom of Saudi Arabia (KSA)
• Respond current nursing shortages
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
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
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
CHARACTERISTICS CONT…
• Commit people to action
• Convert followers into leaders
• Convert leaders into change agents,
innovators
• Are courageous
CHARACTERISTICS CONT…
• Believe in people
• Are value driven
• Are lifelong learners
• Can deal with complexity
DIMENSIONS OF
TRANSFORMATIONAL LEADERSHIP
The four ‘I’s’
• Idealised influence (charisma):
- follower admiration & respect,
- risk sharing
- consideration for follower needs
- ethical & moral conduct (trust)
DIMENSIONS OF
TRANSFORMATIONAL LEADERSHIP
CONT…
• Inspirational motivation
- meaning & challenge to work
• Intellectual stimulation
- creative problem solving
• Individualised consideration
- listening, praising
(Bass & Avolio, 1994)
LEADERSHIP COMMITMENTS
• Search for opportunities to change/ grow
• Experiment
• Shared uplifting vision
• Inform & share power
• Individualize projects
LEADERSHIP COMMITMENTS
CONT…
• Involve team
• Commit
• Harness individual potential
• Facilitate conditions for knowledge
based workers
• Celebrate achievements
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’
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
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?
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)
ELEMENTS OF TRUST
• Commitment
- make decisions on what is right rather
than self-interest
- commit to something more than self
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
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
ELEMENTS OF TRUST CONT…
• Consistency
- walk the talk
- predictability of behaviour
• Communication
- open communication
- unwilling to deal with sensitive/difficult
issues
- share perceptions & listen
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)
FIVE PRACTICES OF
TRANSFORMATIONAL LEADERSHIP
EACH PRACTICE
CAN BE TESTED,
LEARNED &
TAUGHT
Leadership Practices Inventory
•
Challenge the process
•
Inspire a shared vision
•
Enable others to act
•
Model the way
•
Encourage the heart
(Kouzes & Posner, 1988)
COMPETENCIES FOR
TRANSFORMATIONAL LEADERSHIP
• Management of Attention
- having a vision
- outcomes/goals
• Management of Trust
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
Case Study…transformational
leadership in action
Implementation
in the
Nursing Saudization
Department
Steps in Transformational Process
• Clarify responsibility &
accountability
• Identify & agree on
responsibilities in Department
• Continuous consultation &
support of staff
• Continuous update & feedback
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:
improved quality of nursing practice
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
SUMMARY cont…
It is thus imperative that
senior managers and
leaders including nurses,
mentor Saudi nurses into
positions of leadership.
ACKNOWLEDGEMENT
• To all the nurses who continuously
inspire me to leave a legacy
• To all my Saudi nurses
• To all my mentors & educators
Shukran!!