Transformational leadership: a cascading chain reaction

Abstract

Historical influences still permeate contemporary nursing practise. These are mirrored in organizational philosophies, transactional and autocratic leadership styles and disempowered staff. Whilst there is disparity amongst the theorists' definitions of leadership, there is consensus pertaining to the attributes necessary to realize effective leadership. Transformational leadership is heralded as new criterion for nurse managers, and can be achieved through training, education and professional development in key leadership competencies. To achieve a chain reaction, charismatic transformational leaders espouse intellectual stimulation and individual consideration to empower staff and enhance patient care. Nurse managers that develop and foster transformational leadership can surmount oppressive traditions and confidently navigate a complex and rapidly changing health care environment.

Transformational leadership and depressive symptoms: A prospective study☆

“…We believe this has strengthened our results. It has been suggested that transformational leadership play a vital role in healthcare (Sofarelli and Brown, 1998;Thyer 2003;Murphy, 2005) particularly as stress and depression are reported to be highly prevalent in healthcare occupations (Wieclaw et al, 2005). Large numbers of studies on transformational leadership are therefore conducted in healthcare settings, and our findings contribute to this literature.…”

Leadership styles in organizations during harsh economic environments

“…A number of these studies have concluded that health care leadership runs under transactional style (Thyer, 2003;Murphy, 2005). Some Mwenje and Mwenje 29 observations suggest that both transactional and autocratic styles predominate (Murphy 2005).…”

“…One sector in which leadership styles, especially that of transformational and transactional styles have been discussed, is nursing management (Thyer, 2003;Murphy, 2005;Chen et al, 2005). A number of these studies have concluded that health care leadership runs under transactional style (Thyer, 2003;Murphy, 2005).…”

“…Many studies especially in nursing institutions have reported the prevalence of transactional leadership in the nursing institutions and have pointed the need for transformational leadership (Murphy, 2005;Thyer, 2003). Given the earlier mentioned sentiments, transactional leadership is expected to be the dominant leadership in public sector organizations.…”

“…Most researchers now agree that both transactional leadership and transformational leadership elements are important for leadership effectiveness in all organizations (Trottier et al 2008;Murphy, 2005;Bass et al, 2003). A number of studies especially in the nursing profession (government setting) have advocated for transformational leadership as the panacea for leadership problems in that profession (Murphy 2003:131, Thyer 2003.…”