Transformational Leadership and Outcomes

  • Uncategorized

TransformationalLeadership and Outcomes

TransformationalLeadership and Outcomes

Thecontemporary administrations are facing unavoidable transformations.Organizations are seeking to come up with leadership skills that willenable them to operate successfully. Leaders engage themselves withclose interaction with the employees and they tend to enjoy the powerthat they possess (Bass,1999).The leaders spend most of their time interacting with thesubordinates in an effort to improve their leadership skills. Thecurrent organizations are looking for the leaders with highpersonality, hazard takers, idealistic and aspirants. Leaders whopossess these attributes are termed to be transformational leaders(Avolio, 2014).These attributes can affect the personnel to work towards obtainingthe set goals. The paper discusses the role of transformationalleadership in nursing.

TransformationalLeadership Theory and Strong Positive Work Environment

Eachorganization concentrates on improving its performance. The drivetowards enhancing performance calls for the leaders in anorganization to inspire the members to go beyond the basicrequirements of the organization(Jung, &amp Sosik, 2013).The desire of improving the performance has led to the advent of newideas in leadership such as transformational leadership among others.Transformational leadership is found in all stages of an organizationranging from teams departments to all divisions in an organization(Bass, 1999).Leaders who use transformational leadership are usually motivating,adventurous, far-sighted, risk takers and critical thinkers. Thetransformational frontrunners do have the following aspects,stimulating motivation, and logical stimulation, idealized influence,and personalized consideration(Avolio, 2014).

Ininspirational motivation, the leader has a steady visualization,operation, and principles for the organization (Emery &amp Barker,2007). They know the goals to be achieved in every interaction, andthey give a sense of meaning and challenge. They insist on fosteringteamwork and commitment. In intellectual stimulation, the members areencouraged to be innovative and creative. The leaders do notcriticize the members for their wrongs (Laschinger, &amp Thomson,2014).

The leaders encourage the people to embrace the transformation inorganization. The leaders are supposed to act as role models. If theleaders set examples in an organization, then the subordinates arelikely to change their behavior to emulate their leaders. The leadersbecome more trustworthy. The power posed by transformational leadersis meant to influence the members to work towards achieving commongoals. Individualized consideration is an aspect used by leaders toact as mentors to their juniors. The followers are treated as pertheir talents, and each person in the organization feel appreciated.

The type of leadership employed determines the environment at thework place. A principle that can be used in enhancingtransformational leadership is use of coherent strategy. Coherentstrategy creates and environment that encourages people to be liberalminded. Once the strategy is employed in the transformationalleadership, it leads to stronger positive work environment (Riggio,2015).



Theaim of the review was to find out the impacts of transformationalheadship and its elements on work environment among the hospitalnurses. A cross-sectional design was utilized in this review. Thestudy involved 260 nurses. The nurses were chosen by stratifiedrandom sampling method that covered interconnected discrete reportedgauge in a multifactor leadership form and the size of the workplace.Simple and multiple correlation coefficient were used to analyze thedata. According to the findings obtained from the review, the resultof transformational guidance was positive in the work environment toa significant extent. In transformational leadership, there is equaldistribution of power as everybody in the organization has freedom ofchoice.

Thecombination of the two variables showed that they positively relateto each other. The data that was collected in this study depictedthat there is a correlation between the autonomous and the reliantvariable. The results implied how the features of transformationalheadship have a progressive relationship with various environments inthe hospitals. The study mainly focused on transformationalgovernance and the findings showed that this form of headship givesthe attributes of an optimal leader(Avolio, 2014).It was also found that the charismatic leaders are too influentialand they motivate the employees to go past the set goals(Bass, 1999).The study showed that the workers who reported in an organizationwith transformational leaders found the work environment to beconducive and encouraging. In the study, it was also found thattransformational leadership gives a psychological safety as themembers have a freedom of expression.


Theobjective of the review was to find out the link betweentransformational headship and workplace environment. Reaction was tobe obtained from 360 nurses. The study targeted both public andprivate hospitals in the capital city of Pakistan. The populationsample consisted of the hospitals that had operated for not less thanfive years. The data was collected using one hundred and twentyquestionnaires whereby 60 questionnaires were administered in privatehospitals while the other 60 questionnaires were directed to publichospitals. The distribution was done in this manner to ensure thatthe data collected was free from bias. The questionnaires weredisseminated through non-probability convenience sampling method. Theration of the review consisted of transformational leadership and theworkplace environment views.

A descriptive analysis was done on the data collected. The resultsshowed that transformational leadership was directly proportional toworkplace environment. The results implied that the type ofleadership being used determines the intensity of attitude towardsjob environment. The hospitals therefore need to havetransformational leadership to help in creating a positive workplaceenvironment.

Accordingto the study, the managers need to factor in the transformationalleadership elements in their business. Each institution should have amission and vision that is well outlined to the employees (Bass &ampAvolio, 2016). The employees are supposed to be rewarded as anindividual. The corrections towards a mistake should not be done inpublic. Organization should be keen to employ a leadership style thatwill work towards meeting the set goals (Riggio, 2015). If the workenvironment is positive, then the outcome of the work will beexcellent.

Study 3

Thereview aimed to establish the essence of transformational governancein creating an eminent work atmosphere for the nurses. The reviewutilized a cross-sectional study scheme. The study covered 47different hematology, oncology units in France. The study targetedthe nurses and the assisting nurses. Three hundred and forty threenurses were targeted whereby 95 percent consistent of women, whilethe rest were men. The nurses were expected to grade theiradministrators based on their leadership style and the influencetheir leadership style had on their work place atmosphere. After adescriptive analysis was carried out, it was evident that the twovariables were directly related. Thus, if transformational leadershipwere well executed, the work environment would in return turn out tobe strongly positive. The leadership will also be beneficial to boththe employer and the employees.


Everyorganization needs to have a presentable leadership that will help itachieve its goals. According to the reviews discussed, they show thatthe workplace atmosphere depends on the type of leadership in anorganization. The nursing administrators can lead to changes in thehospital organization through utilization transformationalleadership. The leaders are supposed to give the employees freedom ofexpression and allow them to change the ineffective strategies thatthe administration has enacted.

Everymember needs to be appreciated in an organization according to his orher capabilities and contributions to the organization (Laschinger, &ampThomson, 2014). The administration should therefore come up with aplan for rewarding the employees. The reward system can encourage theemployees to work harder and come up with new ideas. There is alsoneed to leave room for the employees to air their views. Theemployees can to be involved in decision making in the hospitals andthis will create a good environment for them

Hospital administrators should come up with vision and missionstatements that are easily understood by the employees. Theadministrators should also set challenging goals that will help themto stay focused. Once the employees achieve the set goals or theycome up with a new idea that will be of help to the hospital, theyshould be recognized and appreciated. Thus, there is need to have atransformational leadership in an organization as it creates apositive environment for all employees.


People who are charismatic, risk takers, visionary andaspiring make the best transformational leaders. The type of leadersin an organization will always determine the type of behavior of thejuniors. If a leader is open with the employees, he or she creates anenvironment that favors the employees.


Avolio and Alkahtani(2016). Leadership development: Manual for the MultifactorLeadership Palo Alto, CA: Mind Garden, 4(2), 43-44.

Bass, B. M. (1999). Two decades of research and development intransformational leadership. Europeanjournal of work and organizational psychology,&nbsp8(1),9-32.

Bass, B. M., &amp Avolio, B. J. (2014). Improving organizationaleffectiveness through transformational leadership. Sage, pp.1-34.

Emery, C. R., &amp Barker, K. J. (2007). The effect oftransactional and transformational leadership styles on theorganizational commitment and job satisfaction of customer contactpersonnel. Journal of Organizational Culture, Communication andConflict, pp. 27- 33

Jung, D. I., &amp Sosik, J. J. (2013). Transformationalleadership in work groups: The role of empowerment, cohesiveness, andcollective-efficacy on perceived group performance. Smallgroup research,&nbsp33(3),313-336.

Laschinger, H. K. S., Shamian, J., &amp Thomson, D. (2003). Theimpact of magnet hospital characteristics on nurses` perceptions oftrust, burnout, quality of care, and work satisfaction. Nursingeconomics,&nbsp19(5),209.

Riggio, R. E. (2015). Transformational leadership. PsychologyPress, 23(1), 2-7.