Transformational Leadership a brief revision Transformational Leadership An

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Transformational Leadership – a brief revision

Transformational Leadership – a brief revision

Transformational Leadership An approach to leadership which seeks to bring about success and sustainable

Transformational Leadership An approach to leadership which seeks to bring about success and sustainable growth within groups through a change within the consciousness of participants

Effectiv e clinic a l leaders hip improv es patient care

Effectiv e clinic a l leaders hip improv es patient care

Leadership: the myths It’s rare It’s found mainly at the top It’s about being

Leadership: the myths It’s rare It’s found mainly at the top It’s about being superhuman

The Leadership / Management Dilemma!

The Leadership / Management Dilemma!

 • Managers maintain paths • Administrators tidy paths LEADERS MAKE PATHS!

• Managers maintain paths • Administrators tidy paths LEADERS MAKE PATHS!

Management is efficiency in climbing the ladder… …leadership determines whether the ladder is leaning

Management is efficiency in climbing the ladder… …leadership determines whether the ladder is leaning against the right wall.

Managers and Leaders Management (Order & Consistency) Leadership (Change & Movement) (Kotter, 1990)

Managers and Leaders Management (Order & Consistency) Leadership (Change & Movement) (Kotter, 1990)

Leadership (Change & Movement) Establishing Direction Aligning People Create a vision Clarify big picture

Leadership (Change & Movement) Establishing Direction Aligning People Create a vision Clarify big picture Set strategies Communicate goals Seek commitment Build teams & coalitions Motivating & Inspiring Inspire & energise Empower subordinates Satisfy unmet needs (Kotter, 1990)

A Leadership Story A group of workers and their managers are set a task

A Leadership Story A group of workers and their managers are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The managers organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The managers continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree and shouts down to the assembled crowd:

“Wrong Way!” “Management is doing things right, leadership is doing the right things” (Warren

“Wrong Way!” “Management is doing things right, leadership is doing the right things” (Warren Bennis & Peter Drucker)

Leadership and Performance Outcomes Transformational Leadership has a significantly greater impact than Transactional Leadership

Leadership and Performance Outcomes Transformational Leadership has a significantly greater impact than Transactional Leadership on: Staff Teams Organisations Source: Bass, B. M. (1998) Transformational Leadership: Military, Industrial & Educational Impact. London: Lawrence Erlbaum

Transformational Leaders have: Staff who: • have higher levels of satisfaction, motivation, and performance

Transformational Leaders have: Staff who: • have higher levels of satisfaction, motivation, and performance • have lower levels of stress & burnout Teams that…. • are more innovative, collaborative and effective Organisations which… • • • respond more quickly and productively to change are more effective have healthier, more humane cultures (Bass, 1998)

Qualities of Leaders desired by NHS Staff • • • Genuine concern for others

Qualities of Leaders desired by NHS Staff • • • Genuine concern for others Inspirational communicator, networker and achiever Empowering others to lead Transparency Accessibility, approachability and flexibility Decisiveness, determination, readiness to take risks Ability to draw people together with shared vision Charisma Encouraging challenges to the status quo Supporting a development culture Ability to analyse and think creatively Manage change sensitively and skilfully (Alimo-Metcalfe, 2000)