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A Practical Application

Dr Thelma van der Merwe

Nursing Saudiization Department
KFSH&RC
October 2004
¢uiding Question:
Question

  
  
  
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 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
 
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_ A leadership style focused on

effecting revolutionary change
in organisations through a
commitment to the
organisation·s vision

(Sullivan & Decker, 2001)

 
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_ Transformational leaders have the ability
to clearly articulate a vision of the
future«
_ They are the myth-
myth-makers, the storytellers
_ They capture our imagination with the
vivid descriptions of the wonderful future
we will build together
(Trofino, 1992)
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£hy transformational leadership?

_ Nurture employees

_ Build & facilitate nursing leadership in

Kingdom of Saudi Arabia (KSA)

_ Respond current nursing shortages

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_ Future nurse leaders

- change from command & control
- reduce excessive policies & rituals
- share the power
Ñ are not concerned with  %
Ñ bring revolutionary change in
organisations & humans
 "

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_ Veaders & followers raise one another to
higher levels of motivation and morality

_ Empowering others to achieve a shared

vision ² transforms both

_ Appeal to individuals to better

themselves
 "

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_ 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
 "

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_ Commit people to action

_ Convert followers into leaders

_ Convert leaders into change agents,

innovators

_ Are courageous
 "

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_ Believe in people

_ Are value driven

_ Are lifelong learners

_ Can deal with complexity

 
 
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The four ¶I·s·

_ Idealised influence (charisma):

- follower admiration & respect,
- risk sharing
- consideration for follower needs
- ethical & moral conduct (trust)
 
 
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_ Inspirational motivation
- meaning & challenge to work

_ Intellectual stimulation
- creative problem solving

_ Individualised consideration
- listening, praising
(Bass & Avolio, 1994)
 


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_ Search for opportunities to change/ grow

_ Experiment

_ Shared uplifting vision

_ Inform & share power

_ Individualize projects



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_ Involve team

_ Commit

_ Harness individual potential

_ Facilitate conditions for knowledge

based workers

_ Celebrate achievements

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_ 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·

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_ Pre
Pre--requisites

- must make sense to the staff

- powerful to excite, motivate &

generate commitment

- emphasise what may be

- clarify what should be


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_ First stage

- uniqueness of group

- true priorities for next year

- why would I commit for next 1-

1-5 years?

- what achievements will make us proud?

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_ Second stage
^ Internal & external needs analysis

^ Identify factors team must achieve to remain

viable & productive & develop

_ Formal tools
- S£OT analysis
- Delphi research technique
(MacKenzie, 1998)



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_ Commitment

- make decisions on what is right rather

than self-
self-interest

- commit to something more than self




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_ Familiarity
- £hen we know someone/ or
something well enough
- Personal relationships
- Trust based on how we are treated

_ Personal responsibility
- Take responsibility for actions



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_ Integrity
- Honesty
- Self-
Self-awareness
_ know you who you are
- )  
)  ** 
_ criticize others
_ do most of talking
_ decisions on what boss wants
_ worry who gets credit



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_ Consistency
- walk the talk
- predictability of behaviour

_ Communication

- open communication
- unwilling to deal with sensitive/difficult
issues
- share perceptions & listen



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_ Forgiveness & reconciliation

_ Essence of trust

- spiritual & requires faith

- what is acceptable when we are at

home versus at work

(Annison & £ilford, 1998)

 &

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„
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Veadership Practices Inventory

_ Challenge the process

_ Inspire a shared vision

_ Enable others to act

_ Model the way

_ Encourage the heart

(Kouzes & Posner, 1988
1988
 "
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^ 
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_ "
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_ Management of Meaning
- creating a social culture, know
expectations
- bonding

_ Management of Self
- know one·s own skills & lack thereof
- professional development
" +#
  

Implementation
in the

 ,

Steps in Transformational Process

_ Clarify responsibility &

accountability
_ Identify & agree on
responsibilities in Department
_ Continuous consultation &
support of staff
_ Continuous update & feedback
 Steps in Transformational Process

_ Two Saudi Clinical Educators, one £estern

Education Coordinator
_ Ongoing evaluations
_ Acknowledgement
_ Celebration of achievements
_ Satisfied Saudi & non-
non-Saudi nurses
_ Protection & motivation of staff in Department:
- %+   
 (
$
Transformational values &
competencies are critical to support
leadership in KSA & world wide

Current Saudi nursing workforce is

young & oftentimes inexperienced

£ithout competent leaders, the

workforce relies heavily on
expatriates
 (
$ #

It is thus imperative that

senior managers and
leaders including nurses,
mentor Saudi nurses into
positions of leadership.

"./
'

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_ To all the nurses who continuously

inspire me to leave a legacy

_ To all my Saudi nurses

_ To all my mentors & educators
Shukran!!