A leader is an individual who creates a shared vision of the bigger picture (Wattis & Curran, 2011) and exerts their influence to move a group toward positive outcomes (Guilbert-LaCasa & Vázquez-Calatayud, 2022). An important distinction is that transformational leaders earn the right to influence others through accountability and responsibility rather than exclusively through authority. As mentioned in the YouTube video “How Can You Become a Leader in Health Care” (Institute for Healthcare Improvement, 2014) influence is engaging with others to gain a name for oneself, a deep-seated sense of belonging to a group or mission, and credibility. The desire to influence is intrinsically motivated and is representative of the influential individual’s character and drive to inspire change through their own actions and empowerment of others. Influence recognizes that individuals may have power, but that complex problems are best addressed by engaging and collaborating with skilled others sharing goals and passions, along with injection of continued energy to ensure progress. Authority is power given by association with others or a title. As defined by Broome & Marshall (2021) “Authority is a formally designated or organizationally endowed ability, accountability, or right to act and make decisions (p.197).” In this way authority is assigned from higher in the hierarchy to lower, whereas influence is earned first by the individual feeling worthy and committed to command it, then through authentic, genuine action to prove pure intent and partnership to/with those at all levels of the hierarchy.
The transformational leader not only self-actualizes, they must extend their attention and passion into behaviors and actions that support the leader-initiated, team-driven and personal pursuits of actualization for all stakeholders within the healthcare system also. A leader “uses good judgement, wise decision-making knowledge, intuitive wisdom, and compassionate sensitivity to the human condition- to suffering, pain, illness, anxiety and grief (Marshall & Broome, p.14)” to show oneself as an engaged advocate for the health and dignity of others (Marshall & Broome, 2021, p.14). In addition, the transformational leader immerses themselves in a “dynamic and ever-evolving style that is focused on self, others, the situation, and the larger context (Marshall& Broome, 2021, p. 15)”. Thus, a transformational leader is an ordinary individual who has made an intentional commitment to critically self-reflect, who seeks and embraces continual (and often uncomfortable) opportunities for personal and professional development, who acknowledges/celebrates with confidence the beauty and power in their uniqueness while also acknowledging humbly the universality of ordinariness as a form of stored potential that is much of being human, who adopts and adapts a variety of frameworks and competencies to create a style based on character and circumstance, AND who influences others to make the same commitments to themselves and their teams.
Can leadership be cultivated?
As indicated above, there is an aspect of leadership that requires the potential leader to embrace their potential and commit to personal growth. They have to want to lead. However, desire is not sufficient without drive and refinement: there must be a will to work and a drive to connect. When describing “Level 5 leadership”, which for their model is the highest of leadership hierarchies in the business world, Collins (2001) explores the dichotomy of potential between groups of leaders:
“The first category consists of people who could never in a million years bring themselves to subjugate their own needs to the greater ambition of something larger and more lasting than themselves….The second category consists of people who could evolve to Level 5; the capability resides within them…Under the right circumstances- with self-reflection, a mentor, loving parents, a significant life experience or other factors-the seed can begin to develop (p. 75)”.
Thus, although the potential for great leadership may lie within someone, without cultivation it will not be realized. As stated by Brooks & Chapman (2018) “if leadership is not simply a set of traits that a person does or does not have, the it is something that exists outside of the body; outside of oneself. This means leadership does not belong to anyone as so can belong to anyone (p.72)”. The identity and action of a leader is demonstrated through leadership competencies such as; communication, relationship building, professionalism, and application of business skills (American Organization of Nurse Executives, 2015). These characteristics and traits may be learned or developed ( Marshall & Broome, 2021, p. 9), a perspective reinforced by Brooks& Chapman (2018) “our ‘abilities’ in these cognitive area can be built (or broken down) through experience, both formal and informal (p. 72)”.
Transformational leadership is a process of dynamic development and involves leverage of personal characteristics with application of skills tailored flexibly to a specific problem or group, it is a style based on display of specific competencies. In other words, style is how you get things done, how you as a leader draws upon and combines competencies based on who you are and what your organization and teams need.
Assisted by AI
Photo by Nick Fewings on Unsplash
References:
American Organization of Nurse Executives. (2015). AONE Nurse Executive Competencies.
Chicago, IL: Author. Accessed at: www.aone.org Accessible at: http://www.aone.org/resources/nurse-leader-competencies.shtml
Brooks, B., & Chapman N.H. (2018) Leadership is Learned. Journal of Leadership Studies, 12(2), 72-74.
Broome, M.E., & Marshall, E.S. (2021). Shaping Your Own Leadership Journey. In M.E.
Broome & E.S. Marshall (Eds.), Transformational Leadership in Nursing, 3rd Ed (pp. 183-211). Springer Publishing Company, LLC.
Collins, J. (2001). Level 5 Leadership: The Triumph of Humility and Fierce Resolve. Harvard
Business Review, 79, 67-76.
Guibert-Lacasa, C., Vázquez-Calatayud, M. (2022). Nurses’ clinical leadership in the hospital setting: A Systematic review. Journal of Nursing Management, 30, 913-925.
Institute for Health Improvement Open School. (2014, May 2). How Can You Become a Leader in Health Care? [video]. YouTube. https://www.youtube.com/watch?v=UpFy5JPYoKe.
Marshall, E.S., Broome, M.E. (2021) Framework for Becoming a Transformational Leader.
M.E. Broome & E.S Marshall (Eds.). Transformational Leadership in Nursing, 3rd edition. New York, NY: Springer Publishing Company, LLC.
Wattis, J., & Curran, S. (2011). Practical Management and Leadership for Doctors. London: Radcliffe.