Transformational Transformational Leadership Leadership

– a brief – a brief

revisionrevision

Transformational Transformational LeadershipLeadership

An approach to leadership which An approach to leadership which seeks to bring about success and seeks to bring about success and sustainable growth within groups sustainable growth within groups

through a change within the through a change within the consciousness of participantsconsciousness of participants

Effective clinical Effective clinical leadership leadership

improves improves patient carepatient care

Leadership: the mythsLeadership: the myths

It’s rareIt’s rare

It’s found It’s found mainly mainly at the top at the top

It’s about It’s about being being

superhumansuperhuman

The The Leadership / Leadership / Management Management

Dilemma!Dilemma!

• Managers maintain paths Managers maintain paths

• Administrators tidy pathsAdministrators tidy paths

LEADERS MAKE PATHS!LEADERS MAKE PATHS!

Management is efficiency Management is efficiency in climbing the ladder… in climbing the ladder…

……leadership determines leadership determines whether the ladder is leaning whether the ladder is leaning

against the right wall. against the right wall.

Managers and LeadersManagers and Leaders

ManagementManagement(Order & Consistency)(Order & Consistency)

Leadership Leadership (Change & Movement)(Change & Movement)

(Kotter, 1990)

Leadership Leadership (Change & Movement)(Change & Movement)

Establishing DirectionEstablishing DirectionCreate a visionCreate a vision

Clarify big pictureClarify big picture

Set strategiesSet strategies

(Kotter, 1990)

Aligning PeopleAligning PeopleCommunicate goalsCommunicate goals

Seek commitmentSeek commitment

Build teams & coalitionsBuild teams & coalitions

Motivating & InspiringMotivating & InspiringInspire & energiseInspire & energise

Empower subordinatesEmpower subordinates

Satisfy unmet needsSatisfy unmet needs

A Leadership StoryA Leadership Story A group of workers and their managers are set A group of workers and their managers are set

a task of clearing a road through a dense jungle a task of clearing a road through a dense jungle on a remote island to get to the coast where an on a remote island to get to the coast where an

estuary provides a perfect site for a port. estuary provides a perfect site for a port.

The managers organise the labour into efficient units The managers organise the labour into efficient units and monitor the distribution and use of capital and monitor the distribution and use of capital

assets – progress is excellent. The managers continue assets – progress is excellent. The managers continue to monitor and evaluate progress, making adjustments to monitor and evaluate progress, making adjustments

along the way to ensure the progress is maintained along the way to ensure the progress is maintained and efficiency increased wherever possible. and efficiency increased wherever possible.

Then, one day amidst all the hustle and bustle Then, one day amidst all the hustle and bustle

and activity, one person climbs up a nearby tree. and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the The person surveys the scene from the top of the

tree and shouts down to the assembled crowd: tree and shouts down to the assembled crowd:

““Management is doing things right, Management is doing things right, leadership is doing the right things” leadership is doing the right things”

(Warren Bennis & Peter Drucker)(Warren Bennis & Peter Drucker)

““Wrong Wrong

Way!”Way!”

Leadership and Leadership and Performance OutcomesPerformance Outcomes

Transformational Leadership has a significantly Transformational Leadership has a significantly greater impact than Transactional Leadership on:greater impact than Transactional Leadership on:

StaffStaff

TeamsTeams

OrganisationsOrganisations

Source: Bass, B.M. (1998) Transformational Leadership: Military, Industrial & Educational Impact. London:Lawrence Erlbaum

Transformational Leaders have:Transformational Leaders have:Staff who:Staff who:

• have higher levels of satisfaction, motivation, and performance have higher levels of satisfaction, motivation, and performance • have lower levels of stress & burnouthave lower levels of stress & burnout

Teams that….Teams that….

• are more innovative, collaborative and effectiveare more innovative, collaborative and effective

Organisations which…Organisations which…• respond more quickly and productively to changerespond more quickly and productively to change• are more effectiveare more effective• have healthier, more humane cultureshave healthier, more humane cultures

(Bass,1998)

Qualities of Leaders Qualities of Leaders desired by NHS Staffdesired by NHS Staff

• Genuine concern for othersGenuine concern for others• Inspirational communicator, networker and achieverInspirational communicator, networker and achiever• Empowering others to leadEmpowering others to lead• TransparencyTransparency• Accessibility, approachability and flexibilityAccessibility, approachability and flexibility• Decisiveness, determination, readiness to take risksDecisiveness, determination, readiness to take risks• Ability to draw people together with shared visionAbility to draw people together with shared vision• CharismaCharisma• Encouraging challenges to the status quoEncouraging challenges to the status quo• Supporting a development cultureSupporting a development culture• Ability to analyse and think creativelyAbility to analyse and think creatively• Manage change sensitively and skilfullyManage change sensitively and skilfully

(Alimo-Metcalfe, 2000)(Alimo-Metcalfe, 2000)