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Varied Approach
Recent graduates might benefit from transactional leadership because it offers direct, hands-on training and specific steps and protocols needed to accomplish the work. A transactional leadership style can also be useful for more experienced employees whose jobs are evolving, such as R.T.s who recently received a new certification or promotion.
In contrast, using a transactional leadership style with seasoned employees performing routine tasks might cause them to become bored or feel that their skills and knowl- edge aren’t valued — more experienced employees often prefer to be self-directed and then gain recognition for their work. In this scenario, it would be more appropriate for a leader to choose the transformational style, which requires communicating expected results without manag- ing every aspect of the process.
Leaders can also transition from one style to another as a project develops. For example, a leader might hold a meeting to explain each aspect and expectation of a new project (a more transactional style), and then, as employees become more comfortable, begin checking their progress toward established goals (a more transfor- mational style). This ability to switch from one style to another is at the heart of the situational leadership style.
Find Your Style
From the smallest clinic to the largest hospital, all health care professionals work to achieve numerous goals, interact with a variety of departments and master complex systems. This article briefly outlines how three leadership styles can be used in this evolving environment, but what’s most important is that leaders remember to be flexible and adaptable.
MELISSA R. BOWMAN FOSTER joined ASRT in 2005 and is a member of the Computed Tomography Chapter.
Dynamic Administration A tale of three leadership models. BY MELISSA R . BOWMAN FOSTER , D.H. A ., R .T.(R)(CT), RMA , CPT, CET
Q UALITY LEADERSHIP in health care ensures the success of an organization, which is why it’s something we should all work toward. A great leader can work
within an extremely complex system, train new employees, and help seasoned employees engage in new projects or adopt new roles. In addition, they must implement changes without disrupt- ing the normal workflow of the organization or affecting the quality of care provided. Different leadership styles are available, but choosing from a multitude of options can be overwhelming.
Three Kinds of Leadership
Let’s evaluate some of the valuable aspects of three leadership styles that are highly relevant to the vast majority of situations in a health care setting: transactional, transformational and situational.
Transactional leadership is a system of rewards and punishments — such as praise for a job well done or disciplinary actions — to ensure that employees stay on track and complete the necessary tasks. This style uses a strict organizational structure where variance from the routine is discouraged. Leaders recognize employees who closely follow the protocols to meet organizational goals.
The transformational leadership model is less structured. Instead of providing a set of steps and protocols to follow, leaders provide employees with a series of goals and explain the expected outcomes of their work. In this model, employees have more flexibility to be creative and find efficient and accurate ways of accomplishing their tasks.
In the situational leadership model, the leader takes on different roles and demonstrates expertise in a multitude of leadership styles. These leaders adapt to meet the needs of their employees, the situation and the goals of the organization, so they must be well educated on the benefits and downfalls of a variety of leadership styles and efficiently implement each method.
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