A Transformational Leadership Era

A Transformational Leadership Era

Miki Varghese

Student No: ID10119272

University of Calgary in Qatar

Nursing Leadership - 537

Penny Schussler

September 18, 2016

A Transformational Leadership Era

                In the self-evaluation tool that I finished a week ago made me discover my administration style. I perceived myself having a transformational administration style from the tool. I received a score of sixty-six out of eighty. Transformational leadership relies on upon building associations and influencing staff through a common vision and mission. They can convey a vision, certainty to act in a way that rouses others, staff admiration and unwaveringness from telling the group they are critical and are bosses in helping others. They give backing and acclaim to the group and are enthusiasts to adaptation theory. This leadership style is made of four components. Transformational style of leadership is what is currently required in the healthcare services particularly nursing. These initiative qualities of transformational style advance a solid situation for staff, which will deliver enhanced staff and patient satisfaction.

Stress management is my area of strength; I would like to share an experience in relation to how I managed stress that particular day. I remember back in India, where I was working as an acting charge in CTICU a nursing aide was complaining about having too much workload to do and having nobody to help. On that particular day the unit was very busy and there were lots of assignments that needed my attention. However, I comprehended the stress the nursing aide was facing. I took a couple of minutes to evaluate the assignments that required earnest consideration. Then I went to the nursing aide to let him know that I acknowledged what he was doing and that I would arrange for a help so that he could also breathe easily. I likewise let him know that I would help wherever I could. I proceeded to call my neighboring units and also informed the supervisor about the situation and was fortunate to get help from them and my nurses. Here I had to deliver transformational qualities to deal with the circumstance without causing undue stress on my staff, prompting them to have trust in me and make them work with a cheerful disposition.

Lack of communication skills is my area of weakness that I have to develop to enhance my transformational skills. Recently the RN Satisfaction survey result was out and CTICU had a below magnet margin score for nurse to nurse interaction. Being the team leader of the RN taskforce I could not achieve the target due to lack of time and communication with the staff. Communication with staff was very rare because most of the staff had to go to pull out and rotated to other units more often and team interaction was less. In order to develop and improve our nurse to nurse interaction and communication skills I suggested the RN task force team to set a Specific, Measureable, Attainable, Realistic, and Timely, (S.M.A.R.T) goal and to formulate our improvement actions based on it.