Running head: TRANSFORMATIONAL LEADERSHIP 1

Can Transformational Leadership Cause Harm?

Jessica L. Meadows-Lam

James Madison University

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Can Transformational Leadership Be Harmful?

Working for a magnet hospital, I recently experienced what I believe to be the

transformational leadership model. The surgeon I worked with along with five other surgeons in

our clinic, either resigned from their position or refused to sign the new contract, resulting in

termination. Prior to this becoming an issue in our clinic, there were other local offices, within

the corporation, where surgeons and doctors resigned rather than renewing their contract.

Over the last year, myself and co-workers were learning about doctors resigning from

the corporation, rather than renewing their contracts. The surgeons in our practice were also

aware of this and were concerned their contracts would change as well. COVID put a hold on the

new contracts, however the new contracts came to light.

Once the new contracts were proposed, all six surgeons in our clinic knew they would not

be working for the corporation much longer unless changes were made to the contract. None of

the surgeons wanted to leave, but none were willing to agree to the new terms. The corporation

made no attempt to keep these great surgeons by refusing all negotiations. This leads me to

believe the transformational leadership style is being utilized because this leadership style creates

a new vision, makes changes to the goals and direction of the organization independently

(Jambawo, 2018, p.999). In a study by Peng et al. (2020), it is recognized that the

transformational model can make employees feel as though their voices and opinions are

unheard, along with feeling a loss of autonomy, leading employees to question the credibility of

top-level leaders (Peng et al., 2020, p.47). Unfortunately, I do not have details of why the

contracts were perceived as bogus. However, I feel confident in saying the new contracts offered

such great changes that six out of six surgeons opted out of renewing their contract, in addition to

many other doctors, creating skepticism for those of us who remain.

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The loss of all surgeons in our clinic has created great uncertainty for the patients, the

community and the staff who remain. We as staff, have all been assured our jobs are not in

jeopardy, but the question remains, when the productivity of our clinic has dropped drastically.

As for the patients and the community, they have expressed their feelings in many ways, from

writing letters to the corporation, reaching out on social media and expressing themselves

vocally. No one can make sense of why such great surgeons and assets to the corporation were

forced out without question.

The corporation itself must have taken a huge hit to income due to the loss of these

surgeons. Prior to losing these surgeons, at least 50-60 surgeries being performed each week, and

the clinic was seeing twice the number of patients. Now many of the patients we see, are being

referred elsewhere for surgery.

It is apparent the corporation is making changes and it seems as though they are using the

transformation model to reshape for the future. It is unfortunate things are being carried in such

an abrupt manner, rather than subtle, where employees would have time to adjust to these

changes. Instead we are experiencing turbulence that has been acknowledged as a possibility

with this model (Magnet model, n.d.). Since these changes just occurred, it is unclear what the

outcome will look like, only time can tell how the corporation will re-evolve in the future.

It is disappointing to say, at this time, the biggest thing I have learned is, when you work

for a corporation, there will be leaders, from afar, who make changes to the way business is run,

without taking into consideration the quality of the employee or the well-being of the patient.
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References

Jambawo, S. (20018). Transformational leadership and ethical leadership: their significance in

the mental healthcare system. British Journal of Nursing 27(17), 998-1001.

https://doi.org/10.12968/bjon.2018.27.17.998 

Magnet model – creating a magnet culture. (n.d). American Nurses Credentialing Center.

https://www.nursingworld.org/organizational-programs/magnet/magnet-model/

Peng, S., Liao, W., Sun, R. (2020). The influence of transformational leadership on employees’

affective organizational commitment in public and nonprofit organizations: A moderated

mediation model. Public Personnel Management, 49(1), 29–56.

https://doi.org/10.1177/0091026019835233