1. TRANSFORMATIONAL LEADERSHIP
A Practical Application
Dr Thelma van der Merwe
Nursing Saudiization Department
KFSH&RC
October 2004

2. Guiding Question:
How could transformational leadership be implemented within an organisation?

3. OBJECTIVES Define transformational leadership
Assess transformational leadership theory
Analyse characteristics of transformational leaders
Analyse competencies needed for transformational leadership
Analyse a transformational leadership case study

4. DEFINITIONS
A leadership style focused on effecting revolutionary change in organisations through a commitment to the organisation’s vision
(Sullivan & Decker, 2001)

5. DEFINITIONS CONT…
Transformational leaders have the ability to clearly articulate a vision of the future…
They are the myth-makers, the storytellers
They capture our imagination with the vivid descriptions of the wonderful future we will build together
(Trofino, 1992)

6. TRANSFORMATIONAL LEADERSHIP THEORY
Why transformational leadership?
Nurture employees
Build & facilitate nursing leadership in Kingdom of Saudi Arabia (KSA)
Respond current nursing shortages

7. TRANSFORMATIONAL LEADERSHIP THEORY CONT…
Future nurse leaders
- change from command & control
- reduce excessive policies & rituals
- share the power
are not concerned with status quo
bring revolutionary change in organisations & humans

8. CHARACTERISTICS
Leaders & followers raise one another to higher levels of motivation and morality
Empowering others to achieve a shared vision – transforms both
Appeal to individuals to better themselves

9. CHARACTERISTICS CONT…
Fosters followers inborn desires for higher values, morals, humanitarian ideals
Moves individuals beyond transactions & interpersonal exchanges to perform beyond basic expectations
Uses power to instill a belief followers can do exceptional things

10. CHARACTERISTICS CONT…
Commit people to action
Convert followers into leaders
Convert leaders into change agents, innovators
Are courageous

11. CHARACTERISTICS CONT…
Believe in people
Are value driven
Are lifelong learners
Can deal with complexity

12. DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP
The four ‘I’s’
Idealised influence (charisma):
- follower admiration & respect,
- risk sharing
- consideration for follower needs
- ethical & moral conduct (trust)

13. DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP CONT…
Inspirational motivation
- meaning & challenge to work
Intellectual stimulation
- creative problem solving
Individualised consideration
- listening, praising
(Bass & Avolio, 1994)

14. LEADERSHIP COMMITMENTS
Search for opportunities to change/ grow
Experiment
Shared uplifting vision
Inform & share power
Individualize projects

15. LEADERSHIP COMMITMENTS CONT…
Involve team
Commit
Harness individual potential
Facilitate conditions for knowledge based workers
Celebrate achievements

16. ENVISIONING THE FUTURE
Central to achievement of organisational goals
Emerged from management by objectives & strategic planning
A vision is an opportunity to rethink: ‘where are we now’ & ‘where do we want to be’

17. A SUCCESSFUL VISION Pre-requisites - must make sense to the staff
- powerful to excite, motivate & generate commitment
- emphasise what may be
- clarify what should be

18. A SUCCESSFUL VISION CONT…
First stage
- uniqueness of group
- true priorities for next year
- why would I commit for next 1-5 years?
- what achievements will make us proud?

19. SUCCESSFUL VISION CONT…
Second stage
Internal & external needs analysis
Identify factors team must achieve to remain viable & productive & develop
Formal tools
- SWOT analysis
- Delphi research technique
(MacKenzie, 1998)

20. ELEMENTS OF TRUST Commitment
- make decisions on what is right rather than self-interest
- commit to something more than self

21. ELEMENTS OF TRUST Familiarity Personal responsibility
- When we know someone/ or something well enough
- Personal relationships
- Trust based on how we are treated
Personal responsibility
- Take responsibility for actions

22. ELEMENTS OF TRUST CONT…
Integrity
- Honesty
- Self-awareness
know you who you are
- Lack of self-confidence indicates
criticize others
do most of talking
decisions on what boss wants
worry who gets credit

23. ELEMENTS OF TRUST CONT…
Consistency
- walk the talk
- predictability of behaviour
Communication
- open communication
- unwilling to deal with sensitive/difficult issues
- share perceptions & listen

24. ELEMENTS OF TRUST CONT…
Forgiveness & reconciliation
Essence of trust
- spiritual & requires faith
- what is acceptable when we are at home versus at work
(Annison & Wilford, 1998)

25. FIVE PRACTICES OF TRANSFORMATIONAL LEADERSHIP
EACH PRACTICE CAN BE TESTED, LEARNED & TAUGHT

26. Leadership Practices Inventory
Challenge the process
Inspire a shared vision
Enable others to act
Model the way
Encourage the heart
(Kouzes & Posner, 1988)

27. COMPETENCIES FOR TRANSFORMATIONAL LEADERSHIP
Management of Attention
- having a vision
- outcomes/goals
Management of Trust

28. COMPETENCIES FOR TRANSFORMATIONAL LEADERSHIP CONT…
Management of Meaning
- creating a social culture, know expectations
- bonding
Management of Self
- know one’s own skills & lack thereof
- professional development

29. Case Study…transformational leadership in action
Implementation
in the
Nursing Saudization Department

30. Steps in Transformational Process
Clarify responsibility & accountability
Identify & agree on responsibilities in Department
Continuous consultation & support of staff
Continuous update & feedback

31. Steps in Transformational Process
Two Saudi Clinical Educators, one Western Education Coordinator
Ongoing evaluations
Acknowledgement
Celebration of achievements
Satisfied Saudi & non-Saudi nurses
Protection & motivation of staff in Department: improved quality of nursing practice

32. SUMMARY
Transformational values & competencies are critical to support leadership in KSA & world wide
Current Saudi nursing workforce is young & oftentimes inexperienced
Without competent leaders, the workforce relies heavily on expatriates

33. SUMMARY cont…
It is thus imperative that senior managers and leaders including nurses, mentor Saudi nurses into positions of leadership.

34. ACKNOWLEDGEMENT
To all the nurses who continuously inspire me to leave a legacy
To all my Saudi nurses
To all my mentors & educators
Shukran!!