TRANSFORMATIONAL LEADERSHIPA Practical Application

Dr Thelma van der Merwe

Nursing Saudiization DepartmentKFSH&RCOctober 2004

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

Define transformational leadership

Assess transformational leadership theory

Analyse characteristics of transformational leaders

Analyse competencies needed for transformational leadership

Analyse a transformational leadership case study

OBJECTIVES

DEFINITIONSA leadership style focused on effecting revolutionary change in organisations through a commitment to the organisations vision

(Sullivan & Decker, 2001)

DEFINITIONS CONTTransformational leaders have the ability to clearly articulate a vision of the futureThey are the myth-makers, the storytellersThey capture our imagination with the vivid descriptions of the wonderful future we will build together

(Trofino, 1992)

TRANSFORMATIONAL LEADERSHIP THEORYWhy transformational leadership?

Nurture employees

Build & facilitate nursing leadership in Kingdom of Saudi Arabia (KSA)

Respond current nursing shortages

TRANSFORMATIONAL LEADERSHIP THEORY CONTFuture nurse leaders - change from command & control - reduce excessive policies & rituals- share the powerare not concerned with status quo bring revolutionary change in organisations & humans

CHARACTERISTICSLeaders & 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 CONTFosters 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 CONTCommit people to actionConvert followers into leadersConvert leaders into change agents, innovatorsAre courageous

CHARACTERISTICS CONTBelieve in peopleAre value drivenAre lifelong learnersCan deal with complexity

DIMENSIONS OF TRANSFORMATIONAL LEADERSHIPThe four Is

Idealised influence (charisma):- follower admiration & respect,- risk sharing- consideration for follower needs- ethical & moral conduct (trust)

DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP CONTInspirational motivation - meaning & challenge to workIntellectual stimulation - creative problem solving

Individualised consideration - listening, praising (Bass & Avolio, 1994)

LEADERSHIP COMMITMENTSSearch for opportunities to change/ grow

Experiment

Shared uplifting vision

Inform & share power

Individualize projects

LEADERSHIP COMMITMENTS CONTInvolve team Commit Harness individual potentialFacilitate conditions for knowledge based workersCelebrate achievements

ENVISIONING THE FUTURECentral 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 VISIONPre-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 CONTSecond 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 TRUSTFamiliarity

- 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 CONTIntegrity- Honesty

- Self-awareness know you who you are

- Lack of self-confidence indicatescriticize othersdo most of talkingdecisions on what boss wantsworry who gets credit

ELEMENTS OF TRUST CONTConsistency

- walk the talk- predictability of behaviour

Communication

- open communication- unwilling to deal with sensitive/difficult issues- share perceptions & listen

ELEMENTS OF TRUST CONTForgiveness & 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 LEADERSHIPEACH PRACTICE CAN BE TESTED, LEARNED & TAUGHT

Leadership Practices Inventory

Challenge the processInspire a shared visionEnable others to actModel the wayEncourage 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 ones own skills & lack thereof- professional development

Case Studytransformational 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 staffContinuous update & feedback

Steps in Transformational Process Two Saudi Clinical Educators, one Western Education CoordinatorOngoing evaluations Acknowledgement Celebration of achievementsSatisfied Saudi & non-Saudi nurses Protection & motivation of staff in Department: improved quality of nursing practice

SUMMARYTransformational 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.

ACKNOWLEDGEMENTTo all the nurses who continuously inspire me to leave a legacyTo all my Saudi nurses To all my mentors & educatorsShukran!!