Specialisation: Transformational Leadership

Transformative Leadership and Organizational Culture

The leadership style present and the team members’ attitude toward realizing the organization’s mission and vision determine an organization’s success. Each company has a distinct culture that its employees have grown accustomed to and identify with, making them unique. I previously held the position of a registered nurse in a hospital, where I had the exceptional opportunity to learn about organizational culture and transformational leadership firsthand. Corporate culture refers to the shared values, beliefs, and practices that influence how people behave and think within an organization. Transformational leadership is a leadership style that emphasizes inspiring and motivating followers to achieve their full potential. In this paper, I will discuss how these ideas were used in the hospital workplace and how they affected the organization’s overall performance and success.

Transformational leadership is central to nursing because it influences patient outcomes, employee satisfaction, and safety culture. Transformational nurses first provide nursing care, then communicate effectively and become effective role models; such leaders are motivating and empowering. Furthermore, these leaders must possess charisma, inspiration, intellectual thinking, and individual attention (Durmuş, 2020).

I had the privilege of working under a nurse in charge, Miss Ella Thompson, a transformational leader who significantly impacted my personal and professional development as a registered nurse. I worked in the pediatric department. She always made an effort to mobilize additional efforts from us, the staff members, emphasizing change by articulating a vision of creating a positive difference in the nursing profession to us. I believe she was a transformational leader. According to Scandura & Meuser (2022), Miss Ella displayed several essential transformational leadership characteristics.

First and foremost, she exemplified idealized influence by consistently upholding high ethical standards and integrity in her clinical practice. She was a good role model for the team, and she also expressed genuine care and concern for the well-being of the team members and was always willing to listen and support when needed. As a result, the team always looked up to and admired her. He motivated us to work toward achieving his compelling vision of enhancing nursing practice standards by clearly communicating it to us. She pushed him to be creative and innovative, and he was open to new perspectives and ideas from the team. Also, my manager was good at intellectual stimulation because she made us think critically and encouraged us to think of new ways to solve problems. She cultivated a culture of learning climate where colleagues were urged to foster their abilities and information constantly. It was made possible by offering staff members weekly continuous medical education sessions to refresh their knowledge of pediatric condition management and a flexible work schedule for staff members to advance their education. She also gave us regular praise and feedback for our accomplishments, which made us feel better and motivated. Lastly, she showed individual consideration by recognizing and appreciating each team member’s unique abilities and strengths. She provided growth and development opportunities tailored to each person’s requirements and goals.

In the hospital workplace, transformational leadership was evident. Colleagues were profoundly energetic and focused on giving quality patient consideration. The hospital’s leaders gave the team members a sense of purpose and meaning in their work, which led to more job satisfaction and engagement. The transformational leaders’ culture of collaboration and innovation resulted in improved patient outcomes and a favorable community reputation for the hospital.

Organizational Culture in the Hospital Workplace

An organization’s culture comprises a set of underlying presumptions and beliefs held by its employees and then developed and transmitted over time to address issues with external adaptation and internal integration. As a result, an employee’s dissatisfaction with the organization or company will affect their feelings about their work and undoubtedly impact their performance. Organizational culture directly impacts employees’ motivation to do their jobs (Arif et al., 2019). It is because it will encourage employees to work and make them enjoy doing so, leading to more extended work periods. Organizational culture also directly impacts job satisfaction because it provides comfort, as habits developed at work can result in job satisfaction.

The organizational culture in the hospital where I worked was characterized by solid values and beliefs aligned with the organization’s overall mission and vision. The hospital’s mission statement was to provide compassionate and high-quality patient care. The picture was to be a leading hospital providing patients with the best preventive, curative, and rehabilitative services. Patients’ needs and preferences were prioritized in the hospital’s culture of patient-centered care. Team members were encouraged to go above and beyond to meet the needs of patients and their families and were trained to provide compassionate care.

Additionally, the hospital emphasized a safety-oriented culture and ongoing improvement. Colleagues were urged to recognize and report potential dangers, and the managers ensured the issues were addressed. An instance of this would be when an employee alerted the hospital maintenance team to the threat posed by the defective blood pressure equipment. They responded and rectified it as soon as they could. Team members were encouraged to voice their concerns or suggestions for improvement in a culture of open communication. The hospital leaders paid close attention to the feedback that team members provided and took steps to implement changes based on that feedback. The hospital’s culture celebrated diversity and inclusion. Colleagues from assorted foundations were regarded and esteemed for their exciting points of view and commitments. Team members collaborated on common objectives as the hospital’s leaders fostered a culture of mutual respect and cooperation. There was likewise a culture of acknowledgment and appreciation, where colleagues were recognized for their diligent effort and devotion to patient consideration.

Regular skill renewal and updating are necessary for healthcare professionals, and continuing education, also known as continued professional development (CPD), makes this possible (Mlambo et al., 2021). The hospital also had a culture of continuous learning and development. Staff members were provided regular training and development opportunities to enhance their clinical skills and stay updated with the latest medical advancements. The hospital also encouraged research and innovation, with options for staff members to participate in research projects and quality improvement initiatives. In addition, the hospital gave research grants to the team that came up with the best research proposal. Staff members were encouraged to think critically and develop innovative solutions to improve patient care and operational processes. The hospital had a culture of patient-centred care, where patients’ needs and preferences were prioritized. Team members were trained to provide compassionate care and were encouraged to go above and beyond to meet the needs of patients and their families.

The challenges that the organization faced despite the transformational leadership and positive organizational culture were an inadequate supply of equipment and the shortage of staff, which made the nurse-to-staff ratio less; hence excellent nursing care may only sometimes be applicable in some circumstances.

In conclusion, the transformational leadership style the ward in charge utilized kept the employees motivated. We were also constantly inspired and intellectually stimulated; as a result, the pediatric department was always among the best in delivering quality healthcare. The organization’s culture went ahead to help us build a brand such that the people in the community always felt safe to bring their children to the pediatric ward because they were assured of quality healthcare. Transformational leadership and positive organizational culture are significant steps toward achieving the organizational goals, mission, and vision. When utilized correctly, it can yield results and propel a company forward.

References

Arif, S., Zainudin, H. K., & Hamid, A. (2019). Influence of Leadership, Organizational Culture, Work Motivation, and Job Satisfaction of Senior High School Performance Principles in Medan City. Budapest International Research and Critics Institute-Journal (BIRCI-Journal)2(4), 239–254.

Durmuş, S. Ç. (2020). Nursing: New Perspectives. BoD – Books on Demand.

Mlambo, M., Silén, C., & McGrath, C. (2021). Lifelong learning and nurses’ continuing professional development, a meta-synthesis of the literature. BMC Nursing20(1), 62. https://doi.org/10.1186/s12912-021-00579-2

Scandura, T. A., & Meuser, J. D. (2022). Relational Dynamics of Leadership: Problems and Prospects. Annual Review of Organizational Psychology and Organizational Behavior9(1), 309–337. https://doi.org/10.1146/annurev-orgpsych-012420-091249

Leadership and Organizations

Leadership is an integral part of success in every institution. In simple terms, it refers to the ability of a person to influence other members of the firm to follow a certain direction to achieve institutional goals (Padilla, 2019, p. 9). Presently, various forms of leadership may be used by leaders to promote their agenda (Torres, 2022, p. 2). The purpose of this paper is to evaluate how different forms of leaders have used various approaches to achieve their objectives. Jack Welch-General Electrical CEO, has effectively used a transformational leadership approach. The Essay will further contrast and compare his leadership approach to Howard Schultz-Starbucks CEO’s transactional leadership the former. Finally, it will explore how Martha Stewart differs from the above. Exploring the three varied leaders will help determine the best leadership approach an organization should adopt to impact positively and achieve the best results in its operations.

One of the most interesting leaders in this context is Jack Welch-the General Electric’s CEO. The renowned business scholar was the organization manager from 1980-2000. During that period, Welch facelifted a tremendous revenue growth of $26.8 billion to $130 billion (Hunt & Fitzgerald, 2018, p. 62). Notably, throughout his helm of the organization’s leadership pyramid, Welch rose from various ranks to ascend to the top leadership. During that period, he has shown exemplary performance through his leadership approaches in every aspect of his work. He ensured that the firm remained united in spirit to work towards the achievement of its goals.

One of the major reasons why Welch has continued to perfume exceptionally well is his transformational leadership approach. This style comprises three critical dimensions, which comprise effective actions and practices. Welch promoted these critical aspects of management by effectively using life experiences to make changes in the institution (Cardona et al., 2019, p. 60). He created a reasonable organizational culture by fostering a strong alignment of everything to the institution’s goals, mission, and vision (Zeeshan et al.,2019, p. 54). He further promoted his work through well-oriented ambition, optimism, and innovation. The approach made him influence the other members positively and create the expected organizational changes. In other words, he worked to effectively stimulate every aspect of member’s potential, thus achieving the best.

The distinctive characteristics of Welch’s leadership include adaptability, commitment, and empowerment. The aspect of adaptability has enabled him to make the required adjustments while at the same time exercising his influence in the institution. Through his commitment, he has managed to model a unique setting that discerns what most customers and other players desire (Insan & Andriani Yasin, 2021, p. 61). Subsequently, he has promoted employee self-esteem and confidence and aligned their feelings to specific proactive concepts. This trend has led to the need of most of the employees to contribute proactively towards the achievement of the objectives of the institution (Santoso et al., 2022, p. 182).

Furthermore, Welch has used creative leadership mechanisms, a great recipe for stimulation and imaginative response among the organization’s members. He also acted as a perfect problem solver to General Electricals’ challenges. These proactive approaches made him excel in almost every aspect of the activity he participated in.

Welch organized his team into small and independent units with specific performance contracts. Compared to the scenario before his tenure, the renowned leader was at the forefront of promoting optimal performance through the motivation of the sub-units. Through ideal management, Welch created a good process where the entire business promoted setting, planning, and managing the customer’s demands at the right time to help achieve specific goals. Further, he innovated new ideas for encouraging employees and setting a safe and standardized setting for business operations (Nugraha, 2021, p. 100). This strategy has been successful since the CEO has concentrated on doing what is right irrespective of the challenges he faced in the firm. His approach has consisted of other research findings, which state that intellectual stimulation is a powerful approach to maximizing employee performance.

Ultimately, the transformative leadership that Welch has used has contributed significantly to the organization’s growth. For example, during his tenure of 20 years, he facilitated a tremendous growth of revenue of $26.8 billion to $130 billion (Murari & Mukherjee, 2021, p. 2592). The institution has also improved its performance in the global stock exchange market and ign itself as an exemplary institution in producing electrical products. This trend may not be regarded as a mere achievement but a significant growth that has put the institution on the global roadmap. He has achieved the above growth through his consistency, commitment, and team leadership oriented toward the goal. Even though some critics believe that he acted as a hero, Welch operated independently with the main ambition of transforming the institution.

Criticisms of the transformative model believe that transaction leadership could be the best to create organizational change. One of the leaders who perfectly employed the approach is Howard Schultz–Starbucks CEO. Historical records indicate that even though the organization was doing well in the food and beverage sector, its international sales were not satisfied until the entry of Howard Schultz (Oktavia et al., 2020, p. 10). His radical skills ensured that he had set a clear vision with good intellectual stimulation, resulting in focus among the organization’s key players (Khan, 2021, p. 90). Further, the renowned businessman instituted programs that would support the employees, such as part-time workers, a stock purchase program, and veterans hiring, that highly motivated these players.

Unlike Welch, Howard Schultz focused on making the organization perform effectively in the global market. Therefore, he ensured that he blended his beverages in the form of classes that would meet international standards (Kanchana, 2019, p. 45). For example, he spurred the coffee status revolution by ensuring that he created the “American third place” in most areas where they served their products. That implies that the approach of transactional leadership aims to promote class and the status quo. The categorization created some of the best positions where Americans could stop and grasp a cup of coffee before proceeding with their journey (Pratama, 2022). Even though it was a great idea, critics believed that such a method promoted segregation among the social classes in America.

Subsequently, it is notable that Welch’s transformational leadership recognizes the predecessor’s contributions and weaknesses. This approach is contrary to Schultz’s, which is rigid and disciplinary to the former mistakes that the institution may have made (Donkor & Zhou, 2020, p. 32). For instance, in the first years of his tenure, Schultz took the opportunity to close all the sub-stores that were not performing as well as fired the extra employees who had minimal influence on the institutional progress (Kehr et al., 2022, p. 21). This trend is typical in transaction leadership, where employees are subjectively rendered to both reward and punishment without proper consideration of the impact of the action. Applying such a principle may negatively discourage employees and create a poor organizational image.

Contextually, it is clear that transactional leadership failed to achieve acceptance among the global community when Schultz ordered the creation of the “American third place.” The style proved ineffective in promoting unity and understanding among the employees and customers (Dube et al., 2022, p. 32). Further, by setting his standards, Schultz has proved that this approach is only effective when there is a need to centralize the management (Sheehan et al., 2020, p. 411). Compared to the Welch transformational approach that focused on creating positive change without any form of disparity. In other words, the Welch approach aims at creating the right principles of strategic change embedded in the organization’s vision and mission.

On the other hand, autocracy is another approach that global leaders have used to promote their organizations. One such leader is Martha Steward, who believed in developing her brand (Fosuaa & Junior, 2021, p. 34). Compared to Welch, Martha has presented a bad coercive leadership that may have yet to achieve much. She struggled to hold much power by creating a brand that does not have distinct institutional value but only maintains public order (Murphy, 2022). As an iron lady, she believes in creating a new style without caring about the form of causalities that she may have caused. This trend has led to the loss of appeal to most global customers and players in her business organization, thereby proving not to be the most effective approach to leadership in an organization.

Even though it is believed that Martha acted to attract the natural forces in the global market, he propounded a new doctrine that has yet to appeal to most customers. Unlike the transformational leadership that promoted every class of customers, Martha’s brand ambassador approach only appeals to certain classes. This trend has made her respond only to a few groups around the globe hence losing most of the customers. Her spirit of appealing to the Y-generation customers by acting as a brand ambassador has made her lose most of the old generation (Kuknor et al., 2021). This trend suggests that transformational leadership is highly effective and well-joined to the organization’s objectives compared to the autocratic approach.

In conclusion, based on the analysis, it is clear that Welch’s transformational leadership approach is an effective way of achieving the best as compared to transactional or autocratic. Welch’s approach is more robust, focused, and attached to the organizational objectives, vision, and mission. In the best interest, this approach is mostly geared at providing the right direction that may create the positive changes required in the institution. Unlike the transactional and autocratic, the former is decentralized and allows every member to operate effectively and provide the right changes required in the firm. The transformational model allows managers to maintain the team and effectively utilize the resources while simultaneously motivating every employee to carry out their services effectively. Through his method, he created tremendous growth in General Electricals Inc. Therefore, potential leaders should continue with the trend and adopt Welch’s transformational leadership approach to help deliver the best results in their operations.

Bibliography

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Insan, A.N. and Andriani Yasin, N., 2021. Transglobal Leadership as a Driver for Increasing the Employee Performance. International Journal of Organizational Leadership10(1), pp.54-71. http://www.ijol.cikd.ca/article_60540_e6a4f03724217af930d3c3b363cb5347.pdf

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