Professional Documents
Culture Documents
Melissa Towe
The Transformational Leadership Theory is the theory that I would most like to emulate
in my future nursing practice. However, for that to hold any real significance I think it is
important to define what leadership means to me. I believe that leaders are people who
consistently inspire and motivate others through the quality of their own actions. Most people
have heard someone tell them to: do as I say, not as I do. That statement is the opposite of what
leadership is. I think to be a successful leader you must practice what you preach, you must lead
by example, and you must have a lifelong commitment to whatever it is that you chose to pursue.
Even in preschool I could tell you that I would choose nursing. I have been pursuing a career in
nursing from as early on as the government would allow me to. I obtained the credentials of a
certified nursing assistant before I turned 18. I immediately enrolled myself in an associate’s
degree program to become a registered nurse. Upon passing my boards and becoming an RN, I
took some time off to enter the nursing work force and adjust to adult life. I returned to pursue
master’s in nursing before I turn 30. I view nursing as a profession in which I hold all nurses
accountable for actively being professionals. In order to do that, I believe that you have to make
always providing the best quality of care available. “Just as nurses need to continuously update
their knowledge and act from an evidence-based approach rather than practice wisdom, the same
is true when it comes to nursing leaders” (Doody & Doody, 2012, p. 1213). I think the
transformational leadership theory most accurately incorporates the concepts I value most, the
political scientist” (Cooke & Walker, 2013, p. 1). It has been applied to the nursing practice from
as early as 1988 (Krepia et al., 2018). This theory is currently recognized by the Institute of
Medicine as the most effective leadership style (Finkelman, 2105). I chose this theory because I
truly believe that I already demonstrate several of the characteristics that it is known for.
(Finkelman, 2015). I think that mastering this type of leadership should be the end game, or the
ultimate goal, for nursing professionals like myself. This type of leadership yields: employees
who are invested in their role within the organization and who seek opportunities to improve
themselves, a work environment that fosters a positive attitude on change, and on the importance
quality patient care, patient outcomes, and staff satisfaction (Finkelman, 2015).
In my opinion, one of the most important roles of a nurse leader is to inspire and motivate
others to be the best versions of themselves. In order to be successful in that role, the nurse
leader must be: kind, confident, persuasive, and capable of creating “extraordinary ideas that
arouse affection and commitment to the vision and goals to which the leader aspires” (Doody &
Doody, 2012, p. 1213). The transformational leadership theory applies four dimensions/concepts
to the role of the nurse which include “idealized influence, inspirational motivation, intellectual
2018, p. 190). The concepts that make up each one are detailed below.
TRANSFORMATIONAL LEADERSHIP 4
Idealized influence speaks to staff behaviors when they feel they can trust, respect, and
identify with the nurse leader (Schwartz, Spencer, Wilson & Wood, 2011). Leaders reach
idealized influence by fostering an open and trusting environment, and being committed to the
organization while remaining available, supportive, and empathetic to their staff (Schwartz et al.,
2011). I think an incredibly important part of leadership is having an open-door policy, meaning
ensuring that your staff know that you are readily available for anything, at any time, and that
you are happy to hear them out on their concerns/problems and suggestions. Personally, having a
supervisor that displays that attitude and is ready to listen to my concerns and be available to
help, made such a positive difference in my experiences. Leaders should always display “a
supportive role, especially in times of need as leaders have a duty to care for their staff” (Doody
& Doody, 2012, p. 1214). I liked this quote for its call to action of leaders and their duty to care,
not just for patients but for their staff members too. I would like to believe that I currently model
some of these principles; I’m known as a supervisor who isn’t afraid to get their hands dirty, I’m
always willing to jump in and lend a hand to my staff when they need it. My goals for the future
are to hold on to the attitude that no task is below my paygrade. I want to remain the hands-on
type of supervisor/leader, I want to always model kindness and helpfulness as these are two traits
that require very little effort to model, but influence such wonderful changes/outcomes.
Inspirational motivation occurs when the leader themselves defines the goals of the
organization and demonstrates a positive attitude towards the processes and means of achieving
those goals (Schwartz et al., 2011). A transformational leader will then clearly define the
organization’s vision to their staff while encouraging/challenging, and holding them accountable
for contributing to the achievement of those goals (Schwartz et al., 2011). By having a positive
attitude toward the organization’s visions/goals, the nurse leader can inspire and motivate others
TRANSFORMATIONAL LEADERSHIP 5
to share that same attitude, thus building an even tighter bond throughout their team.
Transformational leaders don’t just stop at the organization’s goals, in fact, a big part of
transformational leadership is a focus on the individual. Leaders that model this behavior will
aspirations/achievements (Doody & Doody, 2012). These leaders have a beautiful opportunity to
create an attitude/work environment where everyone is committed to the same things. A work
environment that fosters this level of team spirit and commitment yields employees that feel
inspired, significant, and passionate (Doody & Doody, 2012). I strive to be this type of leader
currently. I don’t think that it is necessary to have a supervisory position in order model this
piece of transformational leadership. In fact, I try each day to inspire others even if it’s
something as simple as a compliment or a vote of confidence to someone who needs it. In the
future, I hope to be able to hold a position where my potential outreach is at a larger scale.
Leaders who motivate, empower and encourage those around them breed future generations of
leaders. Transformational leadership is not an innate process, meaning that leaders can train staff
“to recognize the characteristics of this type of leader, to develop awareness of the creative
intensity and of the factors that limit the achievement of goals and the realization of a vision”
stimulation occurs when a leader inspires their staff to challenge themselves, to think outside the
box, to participate in decision making, and in quality improvement (Schwartz et al., 2011).
Leaders that encourage their staff to challenge the norms will have staff that are inspired to
continue their education as their opportunities for growth inside their organizations continue to
unfold before them. Transformational leaders should also provide opportunities for staff
TRANSFORMATIONAL LEADERSHIP 6
“learning new skills and to be empowered” (Doody & Doody, 2012, p. 1213). This aspect of
problems/solutions in new ways (Doody & Doody, 2012). In my opinion, this is one of the most
important roles a nurse leader can have. As a nurse, providing safe, efficient, and high quality
patient care should be our top priority. This can only be accomplished if nurses maintain their
commitment to lifelong learning by staying current on research and evidenced based practices.
evidenced-based findings into practice to ensure quality care practices” (Cooke & Walker, 2013,
p. 1). I think it’s important to stay up to date, so I’m subscribed to several nursing and medical
journals. I get weekly and monthly updates via email and invitations to attend medical/nursing
conferences. I also have a membership with NURSE.com for continuing education credits that
are required to keep an active RN license. In the future, I plan on keeping these subscriptions,
and in addition to that I think an excellent but achievable goal would be to attend at least one
health conference per year. Not only are these conferences a great way to stay up to date on
evidenced based practice, but also a great way to network and meet other professionals. This is a
Lastly, individualized consideration puts an important and beneficial focus on the needs
of the staff member as an individual (Cooke & Walker, 2013). This is done by supporting
individuals in reaching their own personal and professional goals, and acknowledging their
improves worker satisfaction and thus improves staff attitudes and improves nursing practice
TRANSFORMATIONAL LEADERSHIP 7
outcomes (Krepia et al., 2018). When staff members feel empowered and valued as individuals,
self-efficacy improves and so does the quality of their work (Doody & Doody, 2012).
The transformational leadership theory is “one of the five domains that must be addressed
in the current Magnet Recognition Program” (Schwartz et al., 2011, p. 738). Magnet Recognition
is part of the American Nurses Credentialing Center (ANCC) and is “the highest and most
prestigious distinction a healthcare organization can receive for nursing excellence and high-
quality patient care” (Drenkard, 2010, para. 1). To know that the ANCC/Magnet views
thing in my opinion. A recognition program that is awarded only to organizations with the
highest standards and the most exceptional patient care, views transformational leadership as a
key part of that foundation, and I think that is amazing. I have chosen a leadership theory that is
so important to an organization’s success, that the American Nurses Credentialing Center has
backed it (Schwartz et al., 2011). Transformational leadership lays the necessary foundation to
establish all the other domains that make up the Magnet model (Schwartz et al., 2011).
I feel that the endorsement from the ANCC should speak to the abilities of transformation
leadership as it applies to health care organization structure, process, and of course accreditation.
However, it does not necessarily speak to how it ties in with bedside nursing. Transformational
leaders are hands-on, they support creative environments that push boundaries, they foster shared
governance and shared responsibility (Doody & Doody, 2012). In doing these things, they allow
nurses to practice with confidence in their abilities to “lead changes in mission, strategy,
structure, and culture,” all of which contribute to bedside nursing and advocating for their
I think being a patient advocate is one of the greatest opportunities we get as nurses. The
ability to impact someone’s life by simply doing our jobs is so gratifying to me. Staying on top
of evidenced based practice through commitment to lifelong learning is essential in being able to
truly advocate for our patients. As professionals, we cannot advocate for a newer, cheaper, or
more effective alternative for our patients if we don’t know those options are out there. That is
appealing to higher ideas and moral values where the leader has a deep set of internal values and
ideas and is persuasive at motivating followers to act in a way that sustains the greater good
rather than their own interests” (Doody & Dody, 2012, p. 1212). This model of leadership is one
that I hope I will be able to emulate as I advance in my nursing career. I believe this theory
practice, and the ability to be an outstanding patient advocate. I also believe that it fosters respect
for the individual and utilizes positive means of motivation towards achieving organizational
development” (Cooke & Walker, 2013, p. 1). This continued production and integration of
transformation leaders is pertinent to the advancement of health care and the quality of care that
References
Cooke, M., & Walker, R. (2013, March). Research, transformational leadership and knowledge
https://doi-org.libproxy.dtcc.edu/10.1111/scs.12027
Doody, O., & Doody, C. M. (2012). Transformational leadership in nursing practice. British
libproxy.dtcc.edu/login.aspx?direct=true&db=c8h&AN=104433248&site=ehost-live
Drenkard K. (2010). Magnet® Going for the gold: the value of attaining Magnet® recognition.
com/going-for-the-gold-the-value-of-attaining-magnet-recognition/
Finkelman, A., (2015). Leadership and Management for Nurses: Core Competencies for Quality
Krepia, V., Katsaragakis, S., Kaitelidou, D., & Prezerakos, P. (2018). Transformational
leadership and its evolution in nursing. Progress in Health Sciences, 8(1), 189–194.
https://doi-org.libproxy.dtcc.edu/10.5604/01.3001.0012.1114
Schwartz, D. B., Spencer, T., Wilson, B., & Wood, K. (2011). Transformational
2010.09.032