Running head: TRANSFORMATIONAL LEADERSHIP IN ACTION

Transformational Leadership in Action: A Case Study Reflection

Sara R. Bolton

School of Nursing, University of North Carolina at Greensboro

NUR 645: Strategic Management of Healthcare Organizations

Dr. Lindsay Draper, DNP, MSN/MBA, RN-BC

September 4, 2022

I have abided by the UNC-G academic integrity policy on this assignment

Sara R. Bolton 9/4/2022

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Transformational Leadership in Action: A Case Study Reflection

What does transformational leadership look like in action? Transformational leadership is

the future of nursing and there is a vast amount of literature surrounding how to become a

transformational leader. While this is information is important for nurses, it is especially helpful

to read literature about transformational leadership in action. Case studies presenting nurse

leaders utilizing transformational leadership give a better view of how to put transformational

leadership into action within an organization.

Transformational leaders have attributes that transform the culture of the organization

and encourage organizational commitment. It is important for a nurse leader to reflect on their

own leadership style and compare their leadership attributes with those of transformational

leaders. This will allow them to assess their own strengths and weaknesses in leading an

organization. Transformational leadership does not stop at an executive level or even a

supervisory level; it guides all staff members to transform the organization as a team.

Transformational Attributes

We have read a case study about Casey who is a CNO (chief nursing officer) and

VP (vice president) of patient services. She utilizes transformational leadership and has had

wonderful results in transforming her organization. Casey leads by example, by showcasing her

engagement and involvement in executive level discussions.

Brito Ferreira et al. (2020) studied the strategies of transformational leadership among

nurses in a university hospital. The two main strategies of transformational leadership that the

nurses report using are leadership by being an example, and dialogical relations. The

interviewed nurses state that they have the ability to teach more to others when they can show
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them how to do something by completing the actions as an example, versus simply giving the

instructions. Dialogue and attentive listening are strategies used by the nurses to communicate

with staff members to relay information to the team and stay informed on what is needed by the

team.

Casey consistently embraces opportunities to increase her scope of responsibility. She

gives her direct reports credit for their accomplishments, and showcases their departmental

accomplishments. She uses every opportunity to teach and coach her direct reports, providing

support and giving advice. She shares articles to continue to develop leadership knowledge in her

direct reports.

Strategic Planning

Transformational leaders guide staff members in organizational strategic planning.

Having transformational leadership within the organization is an important part to strategic

planning. The characteristics of transformational leaders represent key parts of carrying out a

strategic plan. Clack and Woeppel (2018) state that strategic planning in important in healthcare

organizations and that cost, quality, and outcomes are areas to be addressed when forming the

strategic plan. Using data analytics, a nurse leader can develop strategies to reduce costs and

improve quality and outcomes.

Porter-O’Grady and Malloch (2018) state that strategic planning consists of a.) creation

of a vision, b.) a gathering of like-minded people and creation of a vision statement, c.)

collection of data for support, d.) development of a charter/agenda, and e.) the start of moving

outward with organizational inclusion. A transformational leader will guide a strategic plan by

creating or learning of a vision for change. They will then start small and gather enough staff
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members to assist in creating a vision statement. They will work to collect any data needed to

convince others of the positive effects of the change. They will strategically develop an agenda

and patiently begin increasing the reach into the organization, concluding with all staff members

on board with transformation, and the change taking place within the organization.

Organizational Culture

The culture at Casey’s organization is extremely positive and represents her

transformational leadership well. Sandra, Casey’s preceptee, observes Casey working with her

direct reports as an active, dynamic team. She observes that they seem to enjoy working together

and they are supportive of one another. She observes Casey working with direct reports

individually and notes that she is teaching, coaching, and encouraging. She also observes Casey

fostering relationships with her peers, showing the same encouragement that she gives to her

direct reports.

Dorrance and Clement (2021) state that organizational transformations rely on strategic

planning. They desire a healthcare system that promotes and encourages their staff members to

collaborate across disciplines. Physical, emotional, and social domains need to be considered in

the production of health and wellbeing. It is clear that Casey utilizes both transformational

leadership and strategic planning when you look at the organizational culture consisting of

encouragement and promotion of staff involvement in upholding the vision of the organization.

Organizational Commitment

Casey fosters a higher level of commitment among her team members to organizational

objectives. She puts her organization first and expects her direct reports to do so as well. This

“trickles down” from Casey to her direct reports (the directors) and to the directors’ direct
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reports, which results in organization-wide commitment. Casey stays prepared and anticipates

anything that may challenge the organization. She prepares for her own time away from the

organization and ensures that her direct reports could step into her position any time needed. She

takes them to executive level meetings with her to keep them informed and she empowers them

to do the same with their direct reports. There is a consistent empowerment of leadership

development within every level of the organization.

Personal Reflection: Leadership Styles

I would like to think that I am a transformational leader, however I haven’t had much

opportunity to showcase my leadership style in an official leadership role within my nursing

career. I have learned a lot about transformational leadership through this program and through

my clinical experiences and I know what it takes to be a transformational leader. I know that

transformational leadership is the ideal leadership style for a nurse leader/executive.

I have room for improvement to truly exhibit transformational leadership in the future. I

know that confidence and communication are a huge part of transformational leadership. I am

constantly working to increase my confidence in communicating with those around me. I could

also improve in embracing change at work. It is so easy to get complacent in your job and it is

challenging to make changes, however changes are usually great for the organization after the

initial introduction phase.

Casey sounds like a true transformational leader, consistently encouraging her staff to

foster leadership development. Staying involved and eager to lead in any transformations results

in respect from her staff and a higher level of commitment to the organization. The preceptor I
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work with for practicum is also an amazing transformational leader. I learn a lot just observing

her, but she also has a wealth of knowledge and experience to share.

Conclusion

Transformational leadership is the future of nursing and healthcare. With new research

and innovation, healthcare is ever changing. Healthcare organizations must foster research and

innovation, and embrace change, to keep up with the latest developments. Transformational

leadership is a holistic type of approach to organizational development. It involves all staff

members working together to support the organizational vision and strategic plan. In

transformational leadership, it is important to be open-minded, encouraging, and supportive of

everyone around you. It is the commitment to the organization and its vision that will drive

transformational change.
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References

Bass, B. M., & Avolio, B.J. (1993). Transformational leadership and organizational culture.

Public Administration Quarterly, 17(1), 112-121.

Brito Ferreira, V., Coelho Amestoy, S., Reis da Silva, G. T., de Lima Trindade, L., Reis dos

Santos, I. A., & Alves Galhardo Varanda, P. (2020). Transformational leadership in

nursing practice: Challenges and strategies. Revista Brasileira de Enfermagem, 73, 1-7.

https://doi-org.libproxy.uncg.edu/10.1590/0034-7167-2019-0364

Clack, L., & Woeppel, J. (2018). Data Analytics Drives Strategic Planning in Healthcare.

Journal of AHIMA, 89(6), 42-43.

Dorrance, K. A., & Clement, B. D. (2021). Transforming the provision of healthcare through

emerging technology: A strategic transformation. Families, Systems & Health: The

Journal of Collaborative Family HealthCare, 39(1), 158-162. https://doi-

org.libproxy.uncg.edu/10.1037/fsh0000597

Porter-O’Grady, T., & Malloch, K. (2018). Coaching for unending change: Transforming the

membership community. In Porter-O’Grady & Malloch’s (Ed.s), Quantum leadership:

Building better partnerships for sustainable health (5th ed.), p. 505-507. Jones and

Bartlett Learning.