My ultimate objective in pursuing a career as an advanced practice nurse is to make a positive difference in my community. Because of my experience with transformative leadership, I hope to motivate academics and students to be better leaders in their respective fields. I hope to apply the information I have received from this transformational leadership theory and the experience I have gained as a nurse leader in this new position.
One of the essential characteristics that a nurse should possess, according to the literature, is the ability to lead others. Personal development for nurses relies on the notion that nurses are capable communicators and problem solvers who can relate to a wide range of people (Jane et al., 2022). They ought to be tactful, patient, and open-minded. The term “transformational leadership” is commonly used to characterize a leader’s ability to inspire others to adopt a more critical and creative mindset by catalyzing organizational change. Transformational leaders recognize that their teammates need to be open to change; therefore, they are more likely to undertake encouragement and support and less likely to fail (Hansbrough & Schyns, 2018). This knowledge is most common among transformational leaders. Assessing employee satisfaction with the present workflow, identifying hurdles to a team’s effectiveness, offering resources, and collaborating on solutions are examples of this leadership talent in nursing administration.
The practice of putting people at the center of leadership activities would impact my leadership knowledge, and transformational leadership theory would influence it. A leader recognizes that people are ultimately responsible for their actions. As such, a leader should use their abilities to encourage and empower others to realize their full potential. This distinguishes transformational leadership from transactional leadership, characterized by a tendency to emphasize the exchange of favors and material resources. This is because the primary activity of leadership Knowledge would be put to use in my future practice when it comes to employing new leaders and professionals (Asbari, 2020). Working as a leader and mentor, I would conduct training for new staff on the best practices for their respective professions, promoting an effective and productive workplace that would lead to job satisfaction for the employees and successful services for the clients/patients, among other things. In addition, I would train new staff on how to be more effective and productive in their work.
My future advanced practice position will be in the field of informatics. By clearly understanding the informatics department and remaining focused on it, I would demonstrate leadership skills. I would ensure that the informatics team is aligned with the organization’s aims and values. I would set realistic goals for all team members, and I would expect them to do regular work to reach those objectives (Jane et al., 2022). By observing how well the informatics department interacts with clinical staff, physicians, and patients, I would be able to establish a feeling of purpose for the division. In addition, I would demonstrate support to all team members by expressing thanks when they achieve their objectives and providing guidance and direction when they cannot achieve their goals or finish their work tasks on time, as appropriate. I would want to offer regular positive feedback and encouragement, set an excellent example for the team, and recognize each member’s successes and efforts.
For managers, emotional intelligence is defined as the capacity to perceive, assess, and articulate human feelings. It is the ability to be aware of your emotions and how they affect your work characteristic of emotional intelligence. It is a practice that requires leaders to be emotionally sensitive to themselves and their followers. As a part of transformational leadership theory, this skill is regarded as vital since it helps build relationships with others by understanding their expressive states (Asbari, 2020). To be effective leaders, we need to be able to recognize and manage the emotions of others. The ability to identify and control one’s own and other’s emotions is what we mean when we talk about emotional intelligence. Social awareness, self-management, relationship management, and self-awareness are components of emotional intelligence. While serving in the informatics department, I will ensure that my emotions are well-managed by planning my response ahead of time. Our mission and the well-being of our employees will always be in mind when I respond. I will accomplish our goals while reducing confusion on the ground by doing this.
Transformational leaders frequently empower others by providing them with the opportunity to assume leadership roles and responsibilities of their design. This can assist in developing leadership qualities in others and motivate those who wish to reach more important things. The role of empowering followers is emphasized by transformational leadership theory (Hansbrough & Schyns, 2018). Specifically, this theory would assist me in developing my empowerment skills by instructing me on how to delegate authority to others properly and create an atmosphere in which followers feel empowered.
To be a good manager, you must build strong working connections with your team. Empathy, communication, and listening all fall under the umbrella of interpersonal relationships. Building faith in yourself and your business is essential for developing these talents. When a leader is in a position of authority or leadership, the moral significance of their interpersonal interactions cannot be overstated. I will employ healthy interpersonal relationships by freely sharing ideas without fear or intimidation, but those with unhealthy ones see their morale suffer (Renner et al., 2022). Individuals’ self-esteem and enthusiasm are also boosted through developing interpersonal relationships, which increases their work-related confidence. When there is distrust and mistrust, subordinates try to transfer the blame and avoid taking responsibility for their actions. It is possible that communication has broken down or that they require more details on the practices you have put in place. If both sides treat one another with respect, they can agree.
Helping leaders solve problems is easier when they have strong problem-solving skills. Transformational leadership encourages leaders to take on complex situations that may lead to new and better ways of accomplishing goals. As a nurse administrator, I would put my problem-solving abilities to use as a strong leader (Jane et al., 2022). Transformative Leaders can see the problems in their organizations and then devise ways to solve them. In my opinion, good leaders can spot issues in their teams because they maintain open communication channels and engagement with their workers. As a Clinical Nurse Leader in an educational setting requires excellent problem-solving skills, I will be engaging with faculty, students, and staff. I would focus primarily on crisis management. My leadership style is guided by transformational leadership as I evaluate the situation, refer people to solutions and ideas, and then prepare and execute the solution. I will be able to do more for those I am in charge of now that I am armed with these leadership abilities.
Asbari, M. (2020). Is Transformational Leadership Suitable for Future Organizational Needs? International Journal of Social, Policy and Law, 1(1), 51-55.
Hansbrough, T. K., & Schyns, B. (2018). The appeal of transformational leadership. Journal of Leadership Studies, 12(3), 19-32.
Jane, R., Papworth, J., Walker, A., & Kairuz, T. (2022). Leading the Future-an exploration of the intern perceptions of the Pharmacy Competency Standard ‘Leadership and Management’. The Australian Pharmacy Students’ Journal, 1(1), 31-40.
Renner, A. M. S., Borgwardt, H. L., Coyle, M., Moeschler, S., & Bhagra, A. (2022). Using an employee resource group to develop GRIT in female healthcare leaders: a case study. Leadership in Health Services.