Compare and contrast transactional leadership and transformational leadership and discuss the effectiveness of each method in the field of nursing. Provide clear examples.
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Transactional Leadership portrays the boss’s image and understands that the boss who is considered the superior makes the decisions with no input from the subordinates, which I consider authoritarian/ dictatorship leadership. Transactional leadership, sometimes known as managerial leadership, is concerned with groups’ supervision, organization, and performance. Leaders that adopt this approach focus on set goals, duties and encourage their followers through incentives and penalties, for example, Your desired schedule for next week will be guaranteed if you sign up for an extra shift and finish it on time, in this situation the leader is using quid pro quo approach to get subordinates to not only sign up for extra shifts but also get the work finished in time. This approach is focused on the task and reward approach and is often prevalent in health care settings (McGuire & Kennerly, 2006).
Effectiveness of transactional leadership:
Clear structure
Achievable Goals
Employee motivation and contingent rewards
Transformational Leadership. The goal of transformational nurse leadership is to encourage and inspire others. Transformational leaders’ departments are known for excellent nurse satisfaction and morale and great patient care. Nurse leaders that are transformational leaders act as coaches and mentors to their team and promote a culture of personal development.
It is founded on an inspirational vision that transforms the organization’s framework for workers, allowing people to look beyond their own self-interest.
Effectiveness of Transformational Leadership:
Increased Job satisfaction
A sense of being valued
Shared Vision/Increased performance.
McGuire, E., & Kennerly, S. M. (2006). Nursing Economics. McGuire e.& S.M.Kennerly (2006). NURSE managers as transformational and transactional leaders. Nursing Economics, 24(4):179-185, 2006. http://www.sciepub.com/reference/188328.
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