Sandi Lane
HCM 4630
11 September 2015
if they are looked after and in return will strive to perform their best.
Creating environments where employees are happy will ultimately
drive customer satisfaction up, which is a primary goal in the
healthcare industry. Favorable employee and customer outcomes are
not solely a product of servant leaders though, as they are also a result
among the transformational leadership theory.
Transformational leadership styles favor the servant leadership in
many ways, but also brings forth other components, making it a nice
balance between the two. This theory was first brought to life by the
author James Burns. Transformational leadership has four basic ideas
for a successful leader, which are idealized influence, inspirational
motivation, intellectual stimulation, and individualized consideration
(Dixon). These components focus on the importance of investing in
workers to motivate them to perform. I like this concept a lot about
the theory because it will require me to really understand my followers
strengths and weaknesses. And then from that I can align appropriate
tasks with suitable employees to enhance their performance.
Another component of the theory I am an advocate for is that it
allows for the followers to stimulate their intellectual abilities Leaders
encourage opportunities that require their followers to learn new
things. In doing so the workers wont get bored of repetitious tasks,
which could result in them yearning for a new job. A transformational
leader also articulates a clear vision to the workers and inspires them
to become just as passionate as they are about it (Dixon). But they also
encourage followers to be creative and share their own ideas and
vision for the company, fostering supportive relationships among the
team.
Transformational leadership ultimately transforms the
organization and cultivates a proactive work environment. Followers
will inspire to go above and beyond their responsibilities leaving a
long-term imprint on the company (Wheatley). Transformational
leaders have high expectations for their workers but with adequate
support and encouragement employees well exceed expectancies,
yielding positive outcomes. The transformational leadership theory
shows a strong correlation with empowered and self-guided staff, which
is exactly the kind of people I want to have working for me. Of course
everyone is different and will present diverse needs and skills, in which
a good leader will be able to adapt leading me into another useful
style, the situational leadership theory.
The situational leadership theory, developed by Paul Hersey and
Ken Blanchard, proves that leaders can adapt their leadership styles
based on the followers needs and capabilities and conduct efficient
outcomes based on situational context (Keenan). Much like the
servant and transformational leaders, situational leaders will support
their staff to help them grow and mature.
References
Crockett, Roger. "Leadership: Healthcare CEO on Transformational
Leadership." Roger Crockett Corporate Leadership Mobile
Technology Blog RSS. N.p., 14 June 2012. Web. 11 Sept. 2015.
Dixon, Diane L. "The Balanced CEO: A Transformational Leader and a
Capable
Manager." The Healthcare Forum journal 41.2 (1998): 26-9.
ProQuest. Web.
10 Sep. 2015.
Keenan, Mary J., et al. "Situational Leadership for Collaboration in
Health Care
Settings." The Health care supervisor 8.3 (1990): 19. ProQuest.
Web. 10 Sep.
2015.
Parris, Denise Linda, and Jon Welty Peachey. "A Systematic Literature
Review of Servant Leadership Theory in Organizational Contexts."
Journal of Business Ethics 113.3 (2013): 377-93. ProQuest. Web. 10
Sep. 2015.
Wheatley, Bernard A. "Leadership Styles of Healthcare Executives:
Comparisons of
Transformational, Transactional, and Passive-Avoidant Styles."
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