The leadership style that is practiced by the nurses executive at the place I work is Transformational leadership style. An intern joining the hospital is placed under the supervision of a senior nurse executive who mentors the intern. The nurse leader contributes to the development of the intern and the hospital provides facilities and opportunities for the intern to practice. A transformational leader does not merely work for individual needs or personal compensation, but acts keeping in mind, the greater good of the organization.
The leader has a strong charisma and acts as a strong role model who motivates others to work together towards a value driven goal. A number of studies have shown that the commitment of followers towards a transformational leader is often greater when compared to other leadership styles (C.H. Chan & Mak, 2014). Nurses executive who is transformational leaders are highly committed to the organization they work. This leadership style is also associated with greater job satisfaction and cooperation from followers. The leader considers the input of the staff while making decisions.
In order to become a transformational leader, one has to demonstrate integrity and gain the trust of the followers. Transformational leaders sell a vision to their followers and encourage followers to be creative. Building and nurturing a positive relationship with the followers, is at the heart of the success of transformational leadership The leader considers the input of the staff while making decisions (Finkelman, 2012). Building positive relationship will create opportunities for improvement and will enable resolution of conflict in a better way. A transformational leader looks at the root of the problem and helps to arrive at a mutually agreeable resolution (Finkelman, 2012). Better relationship will also encourage open communication and helps to provide valuable feedback about the performance of the team members.
References
C.H. Chan, S. & Mak, W. (2014). Transformational leadership, pride in being a follower of the leader and organizational commitment. Leadership & Organization Development Journal, 35(8), 674-690. http://dx.doi.org/10.1108/lodj-12-09-0076
Finkelman, A. (2012). The Movement to Improve Care. Nursing Clinics of North America, 47(2), 510-515. http://dx.doi.org/10.1016/j.cnur.2012.02.006
