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Dupont theory presentation 2
- 1. TransformationalTransformational LeadershipLeadership Leslie DupontLeslie Dupont In partial fulfillment ofIn partial fulfillment of N5311 Nursing Management in Healthcare EnvironmentN5311 Nursing Management in Healthcare Environment
- 2. Theory OverviewTheory Overview • What is transformational leadership (Gibson,What is transformational leadership (Gibson, Ivancevich, Donnelly, Jr., & Konopaske, 2012)?Ivancevich, Donnelly, Jr., & Konopaske, 2012)? CharismaticCharismatic Individual attentionIndividual attention Intellectual stimulationIntellectual stimulation • Transformational leadership 1Transformational leadership 1stst coined in 1973 (Thecoined in 1973 (The Transformational Leadership Report, 2007)Transformational Leadership Report, 2007) • Multifactor Leadership Questionnaire (MLQ)Multifactor Leadership Questionnaire (MLQ) ValidityValidity ReliabilityReliability
- 3. Strengths &Strengths & WeaknessesWeaknesses StrengthsStrengths • Instill value, respect, and prideInstill value, respect, and pride • Attentive to employee needsAttentive to employee needs • Assigns work accordinglyAssigns work accordingly • Encourages creativityEncourages creativity (Gibson, Ivancevich, Donnelly, Jr., &(Gibson, Ivancevich, Donnelly, Jr., & Konopaske, 2012).Konopaske, 2012). • Self-confidenceSelf-confidence • Inner strengthInner strength (Kuhnert & Lewis, 1987)(Kuhnert & Lewis, 1987) WeaknessesWeaknesses • Passion & enthusiasm v.Passion & enthusiasm v. truth & realitytruth & reality • Too much energyToo much energy • Big picture v. detailsBig picture v. details • Frustration due to lack ofFrustration due to lack of transformationtransformation (Clark, 2010)(Clark, 2010)
- 4. Personal PerspectivePersonal Perspective • Transformational leaders = empowerment ofTransformational leaders = empowerment of employeesemployees • Nurse retention is greaterNurse retention is greater • RespectedRespected • Personal recognition (Rafferty & Griffin, 2004)Personal recognition (Rafferty & Griffin, 2004) • Supportive (Rafferty & Griffin, 2004)Supportive (Rafferty & Griffin, 2004)
- 5. UsefulnessUsefulness • Transformational nursing leaders, EBP, & MagnetTransformational nursing leaders, EBP, & Magnet facilitiesfacilities ““Transformational nursing leadership is requiredTransformational nursing leadership is required to create an infrastructure that influencesto create an infrastructure that influences organizational factors, processes and expectations, thusorganizational factors, processes and expectations, thus enabling the sustainability of EBP” (Everett &enabling the sustainability of EBP” (Everett & Sitterding, 2011, p. 398).Sitterding, 2011, p. 398). CNO’s with transformational leadership qualitiesCNO’s with transformational leadership qualities are integral to Magnet facilities (Clavelle, Drenkard,are integral to Magnet facilities (Clavelle, Drenkard, Tullai-McGuinness, & Fitzpatrick, 2012).Tullai-McGuinness, & Fitzpatrick, 2012).
- 6. RecommendationsRecommendations for Usefor Use • Organizational change (BassOrganizational change (Bass & Avolio, 1994)& Avolio, 1994) • Improve organizationalImprove organizational effectivenesseffectiveness • Improve human relationsImprove human relations (Grove, Burns, & Gray,(Grove, Burns, & Gray, 2013)2013)
- 8. ReferencesReferences Bass, B. M. & Avolio, B. J. (1994).Bass, B. M. & Avolio, B. J. (1994). Improving organizational effectiveness throughImproving organizational effectiveness through transformational leadershiptransformational leadership. Thousand Oaks, CA: SAGE Publications, Inc.. Thousand Oaks, CA: SAGE Publications, Inc. Bycio, P., Allen, J. S., & Hackett, R. D. (1995). Further assessment of Bass’s (1985)Bycio, P., Allen, J. S., & Hackett, R. D. (1995). Further assessment of Bass’s (1985) conceptualization of transactional and transformational leadership.conceptualization of transactional and transformational leadership. Journal of AppliedJournal of Applied Psychology, 80Psychology, 80(4), 468-478. Retrieved from EBSCOhost.(4), 468-478. Retrieved from EBSCOhost. Clark, C. C. (2010).Clark, C. C. (2010). Creative nursing leadership & managementCreative nursing leadership & management. Sudbury, MA: Jones and. Sudbury, MA: Jones and Bartlett Publishers, LLC.Bartlett Publishers, LLC. Clavelle, J. T., Drenkard, K., Tullai-McGuinness, S., & Fitzpatrick, J. J. (2012).Clavelle, J. T., Drenkard, K., Tullai-McGuinness, S., & Fitzpatrick, J. J. (2012). Transformational leadership practices of chief nursing officers in Magnet®Transformational leadership practices of chief nursing officers in Magnet® organizations.organizations. Journal of Nursing Administration, 42Journal of Nursing Administration, 42(4), 195-201. doi:(4), 195-201. doi: 10.1097/NNA.0b013e31824ccd7b. Retrieved from Ovid database.10.1097/NNA.0b013e31824ccd7b. Retrieved from Ovid database. Everett, L. Q. & Sitterding, M. C. (2011). Transformational leadership required to designEverett, L. Q. & Sitterding, M. C. (2011). Transformational leadership required to design and sustain evidence-based practice: A system exemplar.and sustain evidence-based practice: A system exemplar. Western Journal of NursingWestern Journal of Nursing Research, 33Research, 33(3), 398-426. doi: 10.1177/0193945910383056. Retrieved from Sage(3), 398-426. doi: 10.1177/0193945910383056. Retrieved from Sage database.database.
- 9. ReferencesReferences Gibson, J. L., Ivancevich, J. M., Donnelly, Jr., J. H., & Konopaske, R. (2012).Gibson, J. L., Ivancevich, J. M., Donnelly, Jr., J. H., & Konopaske, R. (2012). Organization:Organization: Behavior, structure, processesBehavior, structure, processes (14(14thth ed.). Boston, MA: McGraw-Hill Irwin.ed.). Boston, MA: McGraw-Hill Irwin. Kuhnert, K. W. & Lewis, P. (1987). Transactional and transformational leadership: AKuhnert, K. W. & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis.constructive/developmental analysis. Academy of Management Review, 12Academy of Management Review, 12(4), 648-657.(4), 648-657. Retrieved from EBSCOhost.Retrieved from EBSCOhost. Rafferty, A. E. & Griffin, M. A. (2004). Dimensions of transformational leadership:Rafferty, A. E. & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions.Conceptual and empirical extensions. The Leadership Quarterly, 15The Leadership Quarterly, 15(3), 329-354. Retrieved(3), 329-354. Retrieved from Elsevier database.from Elsevier database. Statistic Solutions: Intelligence in data. (2012). Multifactor Leadership QuestionnaireStatistic Solutions: Intelligence in data. (2012). Multifactor Leadership Questionnaire (MLQ). Retrieved July 23, 2013, from https://www.statisticssolutions.com(MLQ). Retrieved July 23, 2013, from https://www.statisticssolutions.com The Transformational Leadership Report. (2007). Retrieved July 23, 2013, fromThe Transformational Leadership Report. (2007). Retrieved July 23, 2013, from www.transformationalleadership.net/products/TransformationalLeadershipReport.pdfwww.transformationalleadership.net/products/TransformationalLeadershipReport.pdf
- 10. ReferencesReferences Gibson, J. L., Ivancevich, J. M., Donnelly, Jr., J. H., & Konopaske, R. (2012).Gibson, J. L., Ivancevich, J. M., Donnelly, Jr., J. H., & Konopaske, R. (2012). Organization:Organization: Behavior, structure, processesBehavior, structure, processes (14(14thth ed.). Boston, MA: McGraw-Hill Irwin.ed.). Boston, MA: McGraw-Hill Irwin. Kuhnert, K. W. & Lewis, P. (1987). Transactional and transformational leadership: AKuhnert, K. W. & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis.constructive/developmental analysis. Academy of Management Review, 12Academy of Management Review, 12(4), 648-657.(4), 648-657. Retrieved from EBSCOhost.Retrieved from EBSCOhost. Rafferty, A. E. & Griffin, M. A. (2004). Dimensions of transformational leadership:Rafferty, A. E. & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions.Conceptual and empirical extensions. The Leadership Quarterly, 15The Leadership Quarterly, 15(3), 329-354. Retrieved(3), 329-354. Retrieved from Elsevier database.from Elsevier database. Statistic Solutions: Intelligence in data. (2012). Multifactor Leadership QuestionnaireStatistic Solutions: Intelligence in data. (2012). Multifactor Leadership Questionnaire (MLQ). Retrieved July 23, 2013, from https://www.statisticssolutions.com(MLQ). Retrieved July 23, 2013, from https://www.statisticssolutions.com The Transformational Leadership Report. (2007). Retrieved July 23, 2013, fromThe Transformational Leadership Report. (2007). Retrieved July 23, 2013, from www.transformationalleadership.net/products/TransformationalLeadershipReport.pdfwww.transformationalleadership.net/products/TransformationalLeadershipReport.pdf
Editor's Notes
- Transformational leadership encourages employees to work hard to achieve results greater than planned for internal or intrinsic rewards. Transformational leaders are described in 3 ways: charismatic – instill value, respect, and pride to clearly define a vision, individual attention – allows followers to grow personally by assigning meaningful projects to that person, intellectual stimulation – encourages creativity (Gibson et al, 2012). Transformation leadership was first coined in 1973 by J.V. Downton in his book Rebel Leadership: Commitment and Charisma in a Revolutionary Process . It was further conceptually defined by James MacGregor Burns in his 1978 book Leadership. Bernard Bass defined transformational leadership in terms of how the leader affects followers. MLQ was proposed in 1985 by BM Bass, consisted of 5 factors, 3 of which were transformational. These include charismatic leadership, individualized consideration, and intellectual stimulation (Bycio, Allen, & Hackett, 1995). Validity of the MLQ has been proven through the use of 1000’s of researches, doctoral dissertations, and master’s theses. It has also has been explained with construct validity through factor analyses. Reliability scores have ranged from moderate to good (Statistic solutions: Intelligence in data, 2012).
- Strengths may include their ability to instill feeling of value, respect, and pride toward the organization or goal at hand, they are attentive to each employees needs and assigns work according to who will do it best. The encourage creativity in their employees. They have a self-confidence and inner strength that allows them to argue for what they believe is right, good, or fair. Weakness may include: Their passion and enthusiasm for a transformation may win over what is true or real. Their energy levels may become tiresome to other. They may only see the big picture and neglect the detail. They may become frustrated when an organization does not want or fails to transform (Clark, 2010).
- Transformational leaders empower others to want to achieve personal and professional goals. Transformational leaders have higher rates of nurse retention among their employees. This leads me into the fact that they are more respected. This could be another reason there is such a high retention rate. Rafferty and Griffin stated they offer personal recognition and value each employee. They’re also supportive of each employees personal and professional goals.
- In today’s healthcare, nearly all hospitals are striving to become a Magnet facility. The top 2 transformational leadership qualities of CNO’s of Magnet facilities noted in a study by Clavelle, Drenkard, Tullai-McGuinness, & Fitzpatrick (2012) were “enabling other to act and modeling the way” (p. 200).
- Living in a healthcare era where pay for performance and HCAHPS matter to most hospitals, a transformational leader helps initiate these changes and provides the enthusiasm to his/her employees to want to do the same. If change is not needed in an organization, transformational leaders can help to make it more effective. Grove Burns & Gray (2013) states transformational leaders are needed to increase human relations. They can do this by working together with other departments and in diverse populations.