TRANSFORMATIONAL

LEADERSHIP
A Practical Application

Dr Thelma van der Merwe

Nursing Saudiization Department
KFSH&RC
October 2004

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Guiding Question:

How could transformational

leadership be implemented within
an organisation?

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 OBJECTIVES
• Define transformational leadership
• Assess transformational leadership theory
• Analyse characteristics of transformational
leaders
• Analyse competencies needed for transformational
leadership

• Analyse a transformational leadership case study

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DEFINITIONS

• A leadership style focused on effecting

revolutionary change in organisations
through a commitment to the
organisation’s vision

(Sullivan & Decker, 2001)

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 DEFINITIONS CONT…
• Transformational leaders have the ability to
clearly articulate a vision of the future…
• They are the myth-makers, the storytellers
• They capture our imagination with the vivid
descriptions of the wonderful future we will
build together
(Trofino, 1992)

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TRANSFORMATIONAL LEADERSHIP
THEORY

Why transformational leadership?

• Nurture employees

• Build & facilitate nursing leadership in

Kingdom of Saudi Arabia (KSA)

• Respond current nursing shortages

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 TRANSFORMATIONAL
LEADERSHIP THEORY CONT…

• Future nurse leaders

- change from command & control
- reduce excessive policies & rituals
- share the power
– are not concerned with status quo
– bring revolutionary change in organisations &
humans

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CHARACTERISTICS

• Leaders & followers raise one another to

higher levels of motivation and morality

• Empowering others to achieve a shared vision

– transforms both

• Appeal to individuals to better themselves

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CHARACTERISTICS CONT…

• Fosters followers inborn desires for higher values,

morals, humanitarian ideals

• Moves individuals beyond transactions &

interpersonal exchanges to perform beyond basic
expectations

• Uses power to instill a belief followers can do

exceptional things

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 CHARACTERISTICS CONT…

• Commit people to action

• Convert followers into leaders
• Convert leaders into change agents,
innovators

• Are courageous
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CHARACTERISTICS CONT…

• Believe in people

• Are value driven

• Are lifelong learners

• Can deal with complexity

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DIMENSIONS OF
TRANSFORMATIONAL LEADERSHIP
The four ‘I’s’

• Idealised influence (charisma):

- follower admiration & respect,
- risk sharing
- consideration for follower needs
- ethical & moral conduct (trust)

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 DIMENSIONS OF
TRANSFORMATIONAL
LEADERSHIP CONT…
• Inspirational motivation
- meaning & challenge to work

• Intellectual stimulation
- creative problem solving

• Individualised consideration
- listening, praising
(Bass & Avolio, 1994)

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LEADERSHIP COMMITMENTS

• Search for opportunities to change/ grow

• Experiment

• Shared uplifting vision

• Inform & share power

• Individualize projects
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 LEADERSHIP COMMITMENTS
CONT…
• Involve team
• Commit
• Harness individual potential
• Facilitate conditions for knowledge based
workers

• Celebrate achievements
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ENVISIONING THE FUTURE

• Central to achievement of organisational goals

• Emerged from management by objectives &

strategic planning

• A vision is an opportunity to rethink: ‘where

are we now’ & ‘where do we want to be’

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A SUCCESSFUL VISION

• Pre-requisites

- must make sense to the staff

- powerful to excite, motivate & generate commitment

- emphasise what may be

- clarify what should be

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A SUCCESSFUL VISION CONT…

• First stage

- uniqueness of group

- true priorities for next year

- why would I commit for next 1-5 years?

- what achievements will make us proud?

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SUCCESSFUL VISION CONT…
• Second stage
- Internal & external needs analysis

- Identify factors team must achieve to remain viable &

productive & develop

• Formal tools
- SWOT analysis
- Delphi research technique
(MacKenzie, 1998)

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ELEMENTS OF TRUST

• Commitment
- make decisions on what is right rather than
self-interest

- commit to something more than self

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ELEMENTS OF TRUST

• Familiarity
- When we know someone/ or something well
enough
- Personal relationships
- Trust based on how we are treated

• Personal responsibility
- Take responsibility for actions
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ELEMENTS OF TRUST CONT…

• Integrity
- Honesty
- Self-awareness
• know you who you are
- Lack of self-confidence indicates
• criticize others
• do most of talking
• decisions on what boss wants
• worry who gets credit

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ELEMENTS OF TRUST CONT…

• Consistency
- walk the talk
- predictability of behaviour

• Communication
- open communication
- unwilling to deal with sensitive/difficult issues
- share perceptions & listen

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ELEMENTS OF TRUST CONT…

• Forgiveness & reconciliation

• Essence of trust

- spiritual & requires faith

- what is acceptable when we are at home versus at

work

(Annison & Wilford, 1998)

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FIVE PRACTICES OF
TRANSFORMATIONAL LEADERSHIP

EACH PRACTICE
CAN BE TESTED,
LEARNED &
TAUGHT

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Leadership Practices Inventory

• Challenge the process

• Inspire a shared vision

• Enable others to act

• Model the way

• Encourage the heart
(Kouzes & Posner, 1988)

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COMPETENCIES FOR
TRANSFORMATIONAL
LEADERSHIP

• Management of Attention
- having a vision
- outcomes/goals

• Management of Trust

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 COMPETENCIES FOR
TRANSFORMATIONAL
LEADERSHIP CONT…

• Management of Meaning
- creating a social culture, know expectations
- bonding

• Management of Self
- know one’s own skills & lack thereof
- professional development

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Case Study…transformational leadership
in action

Implementation
in the

Nursing Saudization
Department

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Steps in Transformational Process

• Clarify responsibility & accountability

• Identify & agree on responsibilities in
Department
• Continuous consultation & support of
staff
• Continuous update & feedback

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 Steps in Transformational Process

• Two Saudi Clinical Educators, one Western

Education Coordinator
• Ongoing evaluations
• Acknowledgement
• Celebration of achievements
• Satisfied Saudi & non-Saudi nurses
• Protection & motivation of staff in Department:
improved quality of nursing practice

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SUMMARY
Transformational values & competencies are
critical to support leadership in KSA &
world wide

Current Saudi nursing workforce is young &

oftentimes inexperienced

Without competent leaders, the workforce

relies heavily on expatriates

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SUMMARY cont…

It is thus imperative that senior

managers and leaders including
nurses, mentor Saudi nurses
into positions of leadership.

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ACKNOWLEDGEMENT

• To all the nurses who continuously

inspire me to leave a legacy

• To all my Saudi nurses

• To all my mentors & educators
Shukran!!

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