Transformational Leadership Sources for your Essay

Performance Effects of Transformational Leadership in Public


¶ … Performance Effects of Transformational Leadership in Public Administration," Doina Popescu Ljungholm examines a number of components of job performance for those in public administrator positions that work with the government. The focus of the study examined in the article is on how individual perceptions help explain employee behavior, leadership within the context of democratic governance, public administrators within their context of democratic governance, and leadership policies in public sector settings (Ljungholm, 2014)

Transformational Leadership by Rebecca Halstead


Halstead focusing on her leadership skills and strategies. It also endeavors to explain about the challenges she faced as a leader in military (Groysberg & Ball, 2011)

Transformational Leadership by Rebecca Halstead


She was also given assignments such as battalion executive officer and support operations officer, personnel Assignments Officer, Support Operations Officer and Battalion Executive Officer. Rebecca has served 27 years in the military, and she played a major role as the Executive Director for a leadership consultancy company (Nanus, 1992)

Transformational Leadership and Patient Care Quality


(2014) assessed whether differences in patient-to-nurse ratios and nurses' educational qualifications in countries with similar patient discharge data were associated with variation in hospital mortality after common surgical procedures. The number of surveys research participants was large (n = 26-516), and the primary dependent variable was the likelihood of surgical patients dying within 30 days of admission (Aiken, et al

Transformational Leadership and Patient Care Quality


(2014) assessed whether differences in patient-to-nurse ratios and nurses' educational qualifications in countries with similar patient discharge data were associated with variation in hospital mortality after common surgical procedures. The number of surveys research participants was large (n = 26-516), and the primary dependent variable was the likelihood of surgical patients dying within 30 days of admission (Aiken, et al

Transformational Leadership and Patient Care Quality


(2014) assessed whether differences in patient-to-nurse ratios and nurses' educational qualifications in countries with similar patient discharge data were associated with variation in hospital mortality after common surgical procedures. The number of surveys research participants was large (n = 26-516), and the primary dependent variable was the likelihood of surgical patients dying within 30 days of admission (Aiken, et al

Transformational Leadership and Patient Care Quality


(2010) found that relational leadership led to greater productivity, effectiveness, and extra effort when compared to task-focused leadership styles. The importance of the study to the current research is that it found that the nursing workforce can achieve better outcomes for patients by promoting relational leadership styles (Cummings, et al

Transformational Leadership and Patient Care Quality


(2010) found that relational leadership led to greater productivity, effectiveness, and extra effort when compared to task-focused leadership styles. The importance of the study to the current research is that it found that the nursing workforce can achieve better outcomes for patients by promoting relational leadership styles (Cummings, et al

Transformational Leadership and Patient Care Quality


(2010) found that relational leadership led to greater productivity, effectiveness, and extra effort when compared to task-focused leadership styles. The importance of the study to the current research is that it found that the nursing workforce can achieve better outcomes for patients by promoting relational leadership styles (Cummings, et al

Transformational Leadership and Patient Care Quality


Spence Laschinger and Leiter (2006) sought to test a theoretical model of professional nurse work environments that linked to nursing practice burnout and, subsequently, to patient safety outcomes. The study is useful to the current research as it provides examples of how two instruments (Practice Environment Scale of the Nursing Work Index; Maslach Burnout Inventory-Human Service Scale) were used to gauge the perceptions nurses (Spence Laschinger and Leiter, 2006)

Transformational Leadership vs. Transactional Leadership


Features like teamwork flexibility, development of employee capabilities, and assisting others to accomplish the set objectives are encouraged. These features are crucial for a genuine transformational leader because they help in acquiring the dedication and efficiency of organizational members (Johansson & Begley, 2013)

Transformational Leadership vs. Transactional Leadership


The implied understanding was of a task requiring to be performed, and compensation would be forthcoming when completed satisfactorily. The reward-based actions are designed to enhance employee performance (Kezar, 2011)

Transformational Leadership vs. Transactional Leadership


One is expected to provide a framework for motivation among the group members to ensure tasks are performed effectively and in a timely manner. Without sufficient motivation, emotional exhaustion may occur (Kouzes & Posner, 2012)

Transformational Leadership vs. Transactional Leadership


Varying cultural values and beliefs calls for the greater understanding and recognition of culturally linked leadership styles. Responsiveness towards cultural sensitivities that may be drastically different from someone's own beliefs, and values is crucial for leadership efficiency (Marturano & Gosling, 2008)

Transformational Leadership as Shown by Meg Whitman at HP


She allocates and delegates employees to fulfill various functions as a process of motivation, which improves the trusting relationship between her and the employees. The leader develops staff experience and knowledge by including them in continuous job-training programs and by sending them for short courses (Bennis & Gibson, 2008)

Transformational Leadership as Shown by Meg Whitman at HP


Meg Whitman is a primary example of a leader who developed her leadership characteristics during her career, becoming an effective leader in a top organization on the globe. She is a charismatic leader who influenced subordinates rather than pushing them to show up at work, daily (Cleveland, 2012)

Transformational Leadership as Shown by Meg Whitman at HP


The strategy is impractical because the conventional way of initiating new workers to the workforce would be orientation and few days of coaching, and you are required to understand everything and work at the same time. Employees will know their supervisor besides adhering to instructions when the appropriate management chain is adopted (Darling & Beebe, 2007)

Transformational Leadership as Shown by Meg Whitman at HP


This results in building a trusting relationship between her and the employees. Leaders are always concerned about the needs and values of workers below them (Greenberg & Wilson, 2011)

Transformational Leadership as Shown by Meg Whitman at HP


It did was sensible to create their own way to serve a large market of clients that she felt were underserved in the market. She could have taken the wrong move, but she did not (Holm-Nielsen, Crawford & Saliba, 2006)

Transformational Leadership as Shown by Meg Whitman at HP


Whitman encourages the employees by rewarding them for excellence and superiority work performed. Consequently, Whitman has employees who illustrate top quality efficiency, dedication and job fulfillment (Kuratko & Hodgetts, 2011)