Abstract This paper presents a relationship between transformational leadership and organizational performance. Through some findings‚ it has been concluded that transformational leadership has positive relationship with the overall performance of organization which could be measured in terms of effectiveness‚ efficiency‚ relevance and profitability of the organization. There are‚ basically‚ four components of a transformational leadership: idealized influence‚ inspirational motivation‚ intellectual
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Assessment: Nurses have the skills and knowledge gained from the multidisciplinary team‚ profession and semi-profession personnel which can be used to acquire an insight information about the patient. Assessment and follow up by the nurse in community helps to identify the risk and level of care needs (Ryan et al 2006). This helps the nurse to plan interventions and develop programs for best practice care. For example‚ if a person presents with any signs of dementia‚ it is very important to get an
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I had the chance to observe and learn what a nurse leader does on a daily base on a busy cardiovascular surgical step-down floor. During my shadowing I followed assistance nurse manager for six hours‚ during those hours we audited floor nurse’s charting especially telemetry strip reading charting‚ had the chance to help out a nurse who was having a hard time drawing blood‚ since the ANM was good at drawing blood he jumped in to help out but‚ mostly we spent most of the hours going room to room between
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Question 1 identify the educational preparation and role(s) of the clinical nurse leader (CNL) designation. Give an example of how the CNL influences direct patient care whether in a hospital or out in the community. Answer1 There are six elements to the CNL role‚ they are: leadership and change‚ interdisciplinary relationships‚ knowledge transfer‚ outcomes management‚ clinician at the point of care‚ and professional development. CNLs should be assigned to a specific unit of the hospital
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The way a nurse manager leads her staff not only affects her employees’ morale and productivity‚ it also affects the quality of patient care. At one end of the spectrum‚ some nurses lead with an authoritarian style‚ while others put the needs of their employees above all else. However‚ many find that they can merge strong leadership with an inclusive approach. The leadership style of the charge nurse in the cardiac floor is transformational. According to Joann (2015) transformational leaders encourage
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Running Head: LEADERSHIP AND NURSING 1 Leadership and the Graduate Nursing Role Jenni A. Lotarski South University LEADERSHIP AND NURSING 2 Abstract In 1939‚ Karl Lewin conducted research on three different styles of leadership. This paper will emphasize and define his take of what constitutes a participative leader
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Distinguish between the traditional model of leadership and the sorts of skills and attributes required for leading the twenty-first century organisation. Traditional model of leadership involves a hierarchical organisational structure with a top-down approach (Graetz et al. 2011). Traditional leadership includes total control over its followers and dictatorship that is now considered as an archaism in today’s society. However‚ there are still traditional leadership attributes invested within leaders that
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Background Study Leadership is a role relationship‚ is also a kind of special powers by managers. Bass and Avolio (1933) described the development of leadership is the ability to subordinate leaders in all aspects of moral and motivation‚ to persuade subordinates heat. Leadership is to inspire members of the organization‚ so that one of the members has the ability to have complete confidence in the organization’s objectives. When the leadership is defined as the leader produces incentive and play
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Thematic Paper on MDG 3 PROMOTE GENDER EQUALITY AND EMPOWER WOMEN 2005 2000 2010 UNDP/John Olsson FOREWORD I am extremely pleased to introduce this set of analytical papers on the Millennium Development Goals1. The papers were produced by the member agencies of the UN Development Group Task Force on the MDGs‚ working in clusters. Each paper had one or more lead agencies and a set of member agencies in support. The Task Force was also able to draw on the ideas‚ experience
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TRANSACTIONAL VESUS TRANSFORMATIONAL LEADERSHIP Student name: Nguyen Song Thien Ha Student ID: S3168995 TABLE OF CONTENTS INTRODUCTION 4 BODY 5 Literature review 5 1. Leadership 2. Transactional leadership 5 3. Transformational leadership 6 Transformation process 5 4. Transactional leadership versus transformational leadership 6 5. Effective
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