Perspective of Supervision

Transformational Leadership Theory: What Every Leader Needs to Know

April 201154 Nurse Leader

H ealthcare is complex and requires effec-

tive leaders skilled at leading and

adapting to change. The Canadian Nurses

Association1 states, “Leadership plays a pivotal role

in the lives of nurses” and “Nursing requires strong,

consistent, and knowledgeable leaders.” Obtaining

this knowledge and skill is difficult. Although

numerous studies have examined and explained

leadership, no definitive theory has emerged to

guide leaders.2 Nor is there evidence available on

what theory is most effective for the new leader.

Compounding these problems is the massive amount

of literature available on leadership that a new

leader must sift through to acquire the knowledge to

determine which leadership style to adopt and

implement into practice.

Paula Rolfe, BSc, MSc, RN, BN, MN

The impetus for writing this paper was to share my per- sonal journey in nursing leadership. In my first leader-

ship position, I remember feeling overwhelmed and incompetent because of insufficient leadership skills, and I realized this was detrimental to my effectiveness. I knew that if I did not get the trust of my fellow “followers,” I was not going to be an effective leader, nor would I be able to inspire a better work environment or make a positive impact on the care that patients receive. My first attempt at management had minimal success.

For my second attempt, I was better prepared. I researched leadership theories, implemented a style of leadership that was recognized as effective, established a relationship with my fellow followers, and encouraged them to succeed. Problems that seemed insurmountable gradually melted away. We were all empowered to work harder, strive higher, and transform the work environment. This definitely transferred over into their personal lives, as their partners anecdotally commented on how they enjoyed going to work now and there was less stress at home.

Because of family commitments, my career path changed, and I entered nursing education. In this role, I can continue to instill my love of leadership into the moldable minds of students so that they will become great followers, bursting to be great leaders.

While many leadership theories exist, I found that transfor- mational style, from transformational leadership theory (TLT),3,4

was effective for me as a new leader. Endorsements for this style included the Registered Nurses Association of Ontario’s5 best practice guidelines for developing and sustaining nursing leader- ship and British Columbia in recognizing the importance of having well-skilled nursing leaders by providing new leaders with a formal leadership development program that endorsed transformational leadership augmented by transactional leader- ship.6 Unfortunately, not all organizations offer such programs, yet new leaders require preparation to lead. Therefore, being familiar with a known effective style is critical, and having per- sonally found this style valuable, I thought it was important to simplify it and share it with new leaders.

The purpose of the article is to present TLT using the three common themes (relationship, leader, and environment) extracted from the literature, augmented with personal strate- gies for implementation into practice. The article reveals that TLT, although not perfect, is an effective leadership theory in today’s changing environment because of its ability to trans- form organizations through its people while generating desired outcomes.

TLT THEMES TLT can “bring about significant change in both followers and organization.”2(p 356) Incorporating TLT beliefs and prac- tices into the new leaders’ behaviors will enhance success. This can be accomplished through an understanding of TLT themes, their interrelationships, organizational requirements, and leader-follower interdependence, as illustrated in Figure 1.

Relationships TLT’s basic premise is that the leader possesses the skills to develop successful relationships with followers in an envi- ronment where both leader and follower strive to meet organizational goals necessary to fulfill the vision.2 A recip- rocal and interdependent relationship follows, increasing trust and a sense of belonging.2,7 Because followers have input into the vision, they feel valued and the relationship is enhanced. This energizes and motivates followers to develop ownership of the shared vision and move toward its actual- ization. Morale increases and followers become empowered to develop their own leadership skills.

Unfortunately, TLT does not address all relationship situa- tions. Some management requirements of the leader’s job can negatively affect this relationship.8,10 Addressing issues such as sick time abuse and conflict within the work environment are negative to the relationship-building process yet are essential to being an effective leader. “Naysayers” are also challenging to transform, and developing relationships over vast geographic areas can be taxing.

Author’s Strategies. Developing relationships is time-con- suming and challenging. Treating others the way you want to be treated is key. Treat everyone with respect, value what they say, and genuinely care about them. You can demonstrate this by acknowledging individual achievements, asking about their workday, including them into decisions (vision development, strategic plan, etc), involving them on committees, etc. Most importantly, you must show followers that you are not only listening to them but that you are hearing them and genuine- ly interested in what they are saying. You will not always agree, but you can come to a consensus.

When things are beyond your control and you are required to implement difficult decisions that impact the followers, you should be honest and open and collaborate with them to develop a plan that will affect them the least. This allows them to have some control over the process on how the enforced change is achieved. They will trust and respect you for including them in even the smallest decisions. To do this you must show a presence on the unit. You must know the organization’s vision and strategic plan, since they are what you will be communicating to followers. If followers suspect that your vision is misaligned with the organization’s, they will mistrust you, and the relationship will be severed.

You do serve a dual function, and some decisions will be unpopular. Being upfront, honest, fair, consistent, and transpar- ent will benefit you as you rebuild relationships. When you interact with naysayers who do not want to follow or believe in the vision, you should try to build a relationship. If your attempt is unsuccessful, treat them with respect and compas- sion but forge ahead with the majority, collectively moving the vision forward. The naysayers can stagnate without input into their future, or they can join forces, making the group even more powerful as they move toward the vision.

Leader Attributes TLT leaders are visionaries, catalysts, motivators, and goal- oriented, futuristic leaders who invoke group respect,

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shared vision, and improved culture. Eight attributes con- tributing to their success include self-knowledge, expertise, authenticity, flexibility, vision, charisma, shared leadership, and the ability to inspire and motivate followers.4 Of those, charisma is the most important in transformational leader influence.10,11 Charisma used appropriately is very effec- tive12 but can cause destruction when used inappropriately.

The above attributes makes this leader powerful. This power can innovate, inspire, and motivate followers, leading to increased loyalty, commitment, job satisfaction, and per- formance.10,13 TLT assumes that leaders possess integrity and function within a moral and ethical framework, while building trusting relationships.9 Unfortunately, this is not always true, and followers’ values shaped by such leaders may be self-serving.14

Transformational leaders are the communication champi- ons and ambassadors for the organization’s vision.2,9,10 As followers embrace the vision, they acquire the role of selling it. Sharing this communication role is important as the con- stant energy9 required to communicate the vision increases the leader’s risk of burnout.

Author’s Strategies. Self-reflection and assessment of where personal growth and change need to occur are difficult but necessary skills you should learn. Acknowledging and develop- ing the above attributes will enhance your effectiveness. It will require time; an assessment of your morals, values, weaknesses, and strengths; and identification of your own vision and its alignment with the organization. Ask coworkers, family, and friends how they see you with regard to some of these attrib- utes. Being energetic, action-oriented, and positive in your interactions is important. Being flexible in your thinking and knowing there may be many ways to achieve the end-result are important. Developing conflict-resolution skills will help. You must not talk the talk but practice what you preach and walk it. You have to be a visible role model, acting as a mentor and assisting followers to be leaders.

To enhance communication skills, enroll in a public speaking course. Don’t be afraid to try new things, and when you fail, start again. When you make mistakes, apolo- gize and say that you are learning and would appreciate feedback. Ask followers how they see things unfolding in the organization. Listen to their plans on how this can be achieved. Through a collaborative effort, implement the plans. If initially unsuccessful, alter them and try again. Involving followers into all decisions will enhance leader and organizational accountability and success.

Perseverance is crucial. You cannot solve all the problems, and progress toward the goals will be slow, but collectively you can make a better future. Implement accountability frameworks at your level to ensure you are acting in the orga- nization’s best interests.9,10 Transparent mechanisms (dissemi- nating unit reports, including followers on committees, etc) will accomplish this.

Work Environment Implementing the Registered Nurses Association of Ontario’s5 recommendations in creating and sustaining

healthy work environments is one way to provide an effective work environment. They include continuing to build rela- tionships and trust, creating an empowering work environ- ment, supporting knowledge integration in the work environment, leading and sustaining change, and balancing competing values and priorities.

Healthy work environments support followers into think- ing outside the box and envisioning ways to do things differ- ently. Creating a milieu conducive to learning supports followers into becoming creative, innovative, and autonomous decision-makers.8,9 Leader visibility enhances this process by being available to role model, teach, and coach.9,10

TLT promotes quality improvement environments where the reciprocal relationship between leader and follower bene- fits the organization.2 As leaders empower followers, followers grow and develop into leaders. These empowered followers have increased organizational loyalty, motivation, and job satisfaction with decreased absenteeism, promoting a positive work environment2,10 and building organizational success.8

This makes TLT a great recruitment and retention strategy.15

In fact, leaders implementing TLT have higher rates of reten- tion, recruitment, and staff satisfaction.16 This benefit is signif- icant with the world-wide nursing shortage.

Author’s strategies. The morale of the work environ- ment you enter depends on followers’ past experiences. Help followers understand that, even though many things within the organization are beyond their control, they are in control of the morale on their unit. To improve morale, create a “no-blame” environment where followers can voice their doubts, challenges, strengths, and goals. Collaboratively explore and implement strategies that can address their issues. An increase in morale will follow when followers feel empowered by seeing their ideas transformed into reality.

Celebrate all small successes as each hurdle is conquered. Challenge your followers to think differently, do differently, and aim high. Change may be slow but persevere while mak- ing small strides toward transforming the environment.

IMPLICATIONS OF ADOPTING TLT INTO PRACTICE As a new leader, TLT offers a known, effective3,4 leadership style for you to commence your journey. As you grow, however, other styles maybe integrated, depending on the situation. TLT does provide organizations with strategic directions, processes for quality improvement, solutions for recruitment and reten- tion, and the foundation for a sustainable future.

TLT can be very powerful for the organization. TLT lead- ers make positive changes happen in organizations where it would be difficult to do without committed followers. Including followers into decisions empowers them to achieve the vision and become leaders themselves.

While the benefits of implementing TLT outweigh the problems, an awareness of the theory’s limitations is crucial. Organizations, leaders, and followers must be aware of the misuse that can occur when incorporating TLT into practice. Organizations need accountability frameworks9,10 and contin- uous monitoring incorporated into their reporting structures.

April 201156 Nurse Leader

Continued vigilance is necessary to ensure organizations are lead by the best possible leaders.

CONCLUSION As a new leader, the quest to learn about leadership and lead- ership styles can be met with frustration because the amount of material and time required to research is excessive. TLT can be learned and implemented to produce effective leaders. The skills learned can help advance organizational goals by transforming its people. The momentum and power of such leadership can move agendas forward if the relationship, leader attributes, and environment are developed and con- ducive to change. This challenging journey that new leaders embark upon requires patience and perseverance, but in the end the benefits are apparent to all involved. NL

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nurses.ca/CNA/practice/leadership/default_e.aspx. Updated 2009. Accessed May 4, 2010.

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5. Registered Nurses Association of Ontario. Nursing best practice guidelines program: Healthy work environments best practice guidelines � Developing and sustaining nursing leadership. http://www.rnao.org/Storage/16/1067_ BPG_Sustain_Leadership.pdf. Updated 2006. Accessed May 4, 2010.

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ethic in organizations. Business Ethics Q. 1995;5(1):67-96. 15. Walters J. Creating a culture of trust. ECPN. 2005;102:18-23. 16. Casida J, Pinto-Zipp G. Leadership-organizational culture relationship in

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Paula Rolfe, BSc, MSc, RN, BN, MN, has had numerous leadership roles in acute care nursing and is a nurse educator at Western Regional School of Nursing at Corner Brook, Newfoundland. She can be reached at [email protected].

1541-4612/2011/ $ See front matter Copyright 2011 by Mosby Inc. All rights reserved. doi:10.1016/j.mnl/2011.01.014

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