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Abstract
This essay begins with an articulation of origins and developments of transformational leadership
theory and whilst supporting the assertion that charisma is an important component of
transformational leadership behaviour argues that it is not in itself a defining feature. The
cascading effect of transformational leadership is explored in relation to contemporary research
both within the US and UK and utilised to articulate the relationship between transactional and
transformational behaviours within health care settings which constitute an optimum change
profile. The nature of vision and charisma within the health care setting are critically evaluated
along with the relationship between transformational leadership and key outcomes such as felt
autonomy, job satisfaction, low staff turnover, service quality and the achievement of
organisational (cultural) change.
Key Words
Transactional leadership occurs when leaders set up relationships with followers that are based
on an exchange for some resource valued by the followers. Interactions between the
transactional leader and the followers appear to be episodic, short-lived and limited to that one
particular transaction. A transactional leader balances the demands of the organisation and the
requirements of the people within the organisation.
Transformational leadership is much more complex and happens when people are engaged
together in such a way that leaders and followers encourage one another to increase levels of
motivation and morality. In such situations the aspirations of leaders and followers merge to
become one, (Bass, 1998).
Similarly, (Northhouse, 2001; McKenna, 2000) distinguishes between two types of leadership
styles:
Bass (1985, 1998) provides a more expanded and refined theory of transformational leadership
which develops the work of Burns (1978) and House (1977), by giving far more attention to the
behaviour and needs of followers than had previously been given. Bass (1985, 1998) argued that
the principles of transformational leadership could be equally applied to situations where the
outcomes were not positive than those where the opposite was true and describing transactional
and transformational leadership as a singe continuum rather than mutually independent continua.
Bass (1985, 1998) identifies the main characteristics of transformational leadership as; charisma
idealised influence, intellectual stimulation and consideration of the emotional needs of each
follower, (Hunt, 1996).
In developing his model of transformational leadership Bass (1985) built upon earlier
charismatic literature and it is not surprising that House’s (1977) model of charismatic
leadership is often mistakenly identified as an archetype of transformational leadership. Weber
(1947) describes charisma as a special personality characteristic that gives a person superhuman
or exceptional powers and is reserved for a few, is of divine origin, and results in the person
being treated as a leader. In addition to displaying certain personality characteristics, charismatic
leaders also demonstrate specific types of behaviours:
they are strong role models for the beliefs and values they want their followers to adopt,
Hunt (1996) provides a clear synopsis of the differences between Bass’s (1985) theory of
transformational leadership and the earlier work of (Burns, 1978; House, 1977):
Bass (1985) emphasised an expansion of the followers’ portfolio of needs and wants with
a firm focus on the need for growth, development and self-actualisation,
Bass (1985) allowed for positive and negative transformations, that is transformations
that lead to organisational failure or ethically undesirable outcomes,
Bass (1985) unlike Burns (1978) does not view transformational and transactional
leadership as opposite ends of the same continuum, but views transformational leadership
as higher order (extraordinary) leadership which goes beyond the transactions found in
everyday management,
Bass (1985) considers that transformational leadership consists of four factors; idealised
influence (or charisma), individual consideration, inspirational motivation and intellectual
(Brown & Sofarelli, 1998) cite (Davidhizar R, 1993) in arguing that in today's changing and
chaotic health care arena the nurse leader needs to utilise the qualities of transformational
leadership which focus on people and solving problems in an ever-changing environment. They
go on to state that transformational nursing leadership actively embraces and encourages
innovation and change and provides the skills necessary for the profession to:
"… stretch its boundaries and be innovative in the way in which problems are
viewed and solved. This will become increasingly more important as nurses leave
the traditional hospital setting and expand their practises into the community. The
ability to find innovative solutions, to extend beyond their boundaries of comfort,
and to test new ways of doing old things, will move nursing further into the centre
of the arena of the new health care services." (Brown D & Sofarelli D, 1998,
p.203)
Trofino, (1995) claims that transformational leadership provides a mechanism for developing a
holistic, (bio-psycho-social), systemic perspective, which empowers nurses to make optimum
use of the enabling technologies to move “beyond even patient-centred health care to patient
directed health outcomes.” (Trofino, 1995, p.42)
According to Davidhizar (1993) the techniques of transformational leadership can enable nurse
leaders to design work environments, which satisfy the needs of their followers and enhance the
quality of care given to patients. She makes the important point that transformational leaders
combine a focus on nursing process (‘nursing heritage’) with redesigning the working practices
(process redesign) and the wider environment in order to facilitate team working and the
achievements of followers.
- Goals of the leaders are contrary to needs of the society: when followers and leaders are
bound by values which are not beneficial to society (and presumably patients) then such
leadership can be regarded as unethical as its effects are likely to be non-beneficial.
- Emotions become irrational: when emotional commitment to the leader becomes so intense
that a wider sense of rationality becomes lost. At which point followers will have developed
either a dependent or counter-dependent relationship with the leader to the exclusion of all
other influences.
- Leader is judged by exceptional standards: in such situation the strong desire amongst
followers to achieve personal identity with the leader may lead to unacceptable levels of
emotional and physical stress as followers attempt to emulate their leader’s exceptional
behaviour.
- Focus on People: Within the nursing profession the ability to relate to others members of the
team who are likely to possess high levels of interpersonal skills themselves is an important
determinant of effective leadership/influence. This is especially important given that the
ability to sustain and develop human relationships is an integral component of effective
practice. The charismatic/transformational nursing leader ensures that relationships with
- Vision: having a vision is an essential component of leadership for a leader who seeks to
lead with charisma. Having a vision for the development of practice, the ward/dept,
organisation, patient/clients and other stakeholders involves “knowing where the department,
unit or organisation is heading and how society will be served” (Davidhizar R, 1993, p.678).
A vision allows followers to reflect on the current state, identify its shortcomings and
become committed to a desirable future state, which is attainable and predicated on known
professional/ideological values.
“The transformational leader will ensure that their followers have all the
information that is required to work towards the shared vision, and will give them
the knowledge and support to enable them to develop the skills required to
analyse the information for themselves and to make decisions based upon that
information. [Thus, developing their followers ability to become transformational
leaders in their own right].” (Sofarelli & Brown, 1998, p.204)
Management of Meaning: transformational leaders give meaning to their actions and those of the
organisation primarily through expressing their vision and modelling behaviours commensurate
with that vision. (Sofarelli & Brown, 1998) cite research by Dunham & Klafehn (1990, 1995)
into the transformational nature of leadership provided by nursing executives, in arguing that a
“To be effective, a leader must fulfil many functions, but one of the most
important is the management of meaning and the effective articulation of their
dreams to their followers in order to inspire them to accept and be committed to
the vision. Effective transformational leaders are able to create a vision and
effectively communicate that vision to those people they lead, and throughout the
organisation. This required powerful and persuasive communication skills.”
(Sofarelli & Brown, 1998, p.204)
(Sofarelli & Brown, 1998) cite the work of Kets de Viries (1989) in arguing that
transformational leaders use language, ceremonies and symbols in order to reinforce the meaning
of their vision, they also know how and when to make use of humour, irony and colloquial
language which enhances meaning for their followers. They go on to argue, based on the work
of Dunham & Klafehn (1990) that a vision is not for the sole purpose of adding meaning to the
leader-follower relationship; effective transformational leaders can use a vision to revitalise a
whole organisation by giving people a meaning, purpose and a sense of higher value in their
work.
Management of Trust: is essential as leaders cannot empower with trust and trust is essential in
the transformational process. Trust is communicated to followers in many different ways but
one of the most important is through leadership visibility. Followers are not likely to trust a
leader who is often absent (behind closed doors), not prepared to do their share of the work,
avoids developing inter-personal relationships with followers, does not fulfil
commitments/promises and who does not model behaviour commensurate with their vision. The
successful development of trust is the foundation of transformational leadership in nursing as the
interrelationships that nurses develop with fellow professionals, patients/clients and the wider
community is built on an ethos of care and trust.
Management of Self: transformational leaders have a high personal self-regard, built on high
levels of self-awareness and self-esteem. They are able to communicate this to others and their
interrelationships with followers will as a consequence be built on positive reinforcement whilst
encouraging reasonable risk taking. They cite Bennis (1986) who states that “leaders know
themselves, they know what they are good at and they nurture those skills and competencies”
(Bennis, 1986, p.86) Transformational nursing leaders value learning, the gaining of knowledge
and the encouraging of others to view mistakes as an opportunity to learn and recognise that
there is no such thing as failure. They cite Kouzes & Posner (1987) who believe that:
In conclusion Sofarelli & Brown (1998) argue that transformational leadership is ideally suited
to context of nursing, not least because it actively embraces change and innovation within an
ethical framework which complements values and beliefs of the profession.
“A transformational nursing leader will not only be able to achieve this [change]
but will also provide the skills and desires for other professionals to stretch their
boundaries and become innovative in the way that they view problems and their
solutions….the ability to find innovative solutions; to extend beyond their
boundaries of comfort; and to test new ways of doing old things will move
They go on to argue that whilst traditional management skills, which emphasise transactional
components of leadership are an important and necessary dimensions of nursing leadership, it is
only when these are combined with transformational dimensions will nurses be able to deliver
the type of change and innovation so essential to today’s health care organisations. (Sofarelli &
Brown, 1998) cite Beyers (1995) in arguing that nurses are in an ideal position to influence
change within the health care settings, given that the profession is present in all context and that
nurses that nurse have a expert power base and a good, (holistic), insight into health problems;
“this places them in an ideal position to identify problems, to make recommendations and
implement new models of care” (Sofarelli & Brown, 1998, p. 206)
Dixon (1999) makes the important point that within today’s health care environments which are
characterised by “discontinuity leading to a fundamental shift in the ways in which patient care is
delivered” (Dixon, 1999, p.17). She goes on to argue that within such an environment
organisations need to balance so called soft issues of human relations with harder issues of
budget management. Key to such cultural change is the “metamorphosis of the leader’s ability to
put into action transformational leadership behaviours and characteristics” (Dixon, 1999, p.17).
“Leaders must posses the ability to help organisational players commit to what the
organisation stands for and how work is conducted. This is the foundation of
change. Without this, transformation is doomed to failure. Other key behaviours
include meaningful clear, consistent communication through multiple forms,
acting with integrity and being authentic; and treating people with respect and
dignity. These behaviours engender the trust building so central to teamwork.
Finally creating opportunities for innovation and risk taking provides the fuel that
propels the organisation to a new level of effectiveness.” (Dixon, 1999, p.17)
In a survey by McDaniel & Wolf (1992) to determine the dimensions of leadership that result in
low turnover and work satisfaction, utilising Bass & Avolio’s (1985), Multi-Functional-
Leadership Questionnaire and Job Satisfaction Questionnaire from an earlier study by Hinshaw
(1987) aimed at developing ‘innovative retention strategies for nursing staff’, in a nursing
department comprising of 1 nurse executive (NCEO), 11 middle level administrators and 77
registered nurses was able to validate the following hypotheses:
Hypothesis 1: Leader self-assessment scores will be higher (p>0.05) than those of the
respective followers;
Hypothesis 2: Leader self-assessment scores will be higher than the follower’s
assessment of the leader
Hypothesis 3: (in a facility where leaders report a predominance of transformational
behaviour, (as illustrated by their transformational scores), staff nurse work satisfaction
will be average or above and correlated to staff’s leader- other scores and
Hypothesis 4: Staff turnover will be low.
Transformational and Transactional Self Score of the Nursing Chief Executive Officer (NCEO) and
Middle Administrators
Factors NCEO Middle Administrators
Transformational 3.4 3.0*
Individual Consideration 3.1 2.7
Charisma 3.7 3.2
Intellectual Stimulation 3.3 3.0
Transactional 2.5 2.2
Management by Exception 2.5 2.0
Contingent Rewards 2.4 2.3
*Statistically Significant P < 0.05 (McDaniel & Wolf, 1992, p.62)
Paired Scores Showing Self-Scores and Other Scores of NCEO, Middle Level Administrators, and
RN Staff
Factors NCEO Self NCEO by Admin Self Admin by
Admin RNs
Transformational 3.4 2.6* 3.0 2.4*
Individual Consideration 3.1 2.7 2.7 2.3
Charisma 3.7 2.3 3.2 2.7
Intellectual Stimulation 3.3 2.7 3.0 2.3
The self-scores for the NCEO and Middle level administrators indicate that the nurse executives
had consistently higher self-assessment scores across all factors compared with those of middle
level administrators, (hypothesis 1). McDaniel and Wolf (1992) state that:
“The score validated the cascading or shared [leadership] phenomenon and were
comparable with those results obtained at similar levels of non-nurse
administrators and nurse executives. As one moves down the hierarchy, it is
anticipated that the transformational scores will decrease slightly, with a
concomitant emphasis on the transactional scoring representing the daily
management in an organisation.” (McDaniel & Wolf, 1992, p.62)
They go on to argue that the higher top echelon transformational scores suggested that more
attention was given to leadership interventions which directly related to the transformational
The paired scores show that the self-assessment scores of the administrators were higher than the
scores given to them by the registered nurses, these differences are consistent across all factors
and support hypothesis 2. The transactional scores of the administrators and registered nurses
were lower than the transformational scores which according to McDaniel & Wolf (1992) is a
desirable finding.
The results from the job satisfaction survey supported hypothesis 3, that given the high levels of
transformational leadership practised by the nurse administrators that job satisfaction among the
nursing staff would be average or above. Data collecting relating to staff turnover supported
hypothesis 4.
Research by Morrison et al., (1997) investigating the relationship between leadership style and
empowerment and its effect on job satisfaction amongst nursing staff in a regional medical centre
in the USA, using Bass & Avolio’s (1995) MFLQ to measure leadership and leadership style,
Warr’s et al., (1979) Job Satisfaction Questionnaire and Spreizer’s (1995) psychological
empowerment instrument, returning 275 useable questionnaires from an initial sample of n=442;
indicated that both transformational and transactional leadership were positively related to job
satisfaction with correlations of 0.64 and 0.35 respectively, with only transformational leadership
Other studies by Laschinger & Havens (1997), Laschinger, Wong, Macmahon & Kaufmann
(1999) and McNeese-Smith (1997) indicate a causal relationship between transformational
leadership behaviour and perceptions of staff nurse empowerment, levels of occupational health
and organisational effectiveness.
Research in the UK by Bowles & Bowles (2000) using Kouzes & Posner’s (1988, 1995)
Leadership Practices Inventory (LPI) in a comparative study of transformational leadership in
nursing development units (NDUs) and conventional clinical settings, using a sample of 70
nurses comprising of two equally sized sub-groups drawn from NDU and Non-NDU settings.
The self-evaluations using the LPI showed little difference between the sub-groups. However,
the data indicated two differences in which leadership was perceived by followers
(observers/raters):
The observer (raters) score for non-NDU leaders were lower than those from NDU
leaders across each of the five practices of exemplary leadership.
Mean observer evaluations for each of the five practices of exemplary leadership
Role Challenge Inspire a Enable Model the Encourage Total
the process shred Vision others to act way the heart Leadership
Score
NDU 25.71 25.25 25.64 24.71 25.21 125.75
Leader
Non-NDU 22.92 21.29 24.64 23.82 23.32 115.57
Leader
“NDU leaders were more highly evaluated by their observers than their non-NDU
counterparts. They demonstrated a higher level of congruence between their self-
evaluations and observer evaluation and more transformational leadership
behaviour than their counterparts.” (Bowles & Bowles, 2000, p.74)
A review of a sample of 2,013 managers from the NHS identified a far more complex model set
of behaviours than previous US research.
The qualities of leadership emerging as most important to staff to staff in NHS are characterised
by concern for others, followed by the ability to communicate and inspire.
According to Lindholm & Sivberg (2000) managers within health care generally and nursing in
particular are increasing the pressure on their subordinates from board level downwards to
provide skilled and competent leadership which will empower their staff to meet the challenges
of providing patient/client focussed health care in the 21st century. Contemporary approaches to
leadership Bass & Avolio (1985, 1990), Burns (1978), Kouzes & Posner (1987), Tichy &
DeVanna (1986), Conger & Kunnungo (1987, 1999) present complex multi-dimensional
models of leadership which argue that change may be engendered though by combining the
judicious use of transformational behaviours with the less frequent use of transactional
behaviours.
“With regard to the turbulent arena of health care, Davidhizar (1993) and
Lafferty (1998) speak about utilising the qualities of transformational leadership,
which focuses on problem solving in a changing environment as the most
appropriate form of leadership. Burns (1978), who produced an early conception
of transformational leadership, argue that leaders and followers raise one another
to higher levels of motivation and morality rooted in common
values…..Transactional leadership by contrast is concerned with day-to-day
operations in an unchanged organisational system and has, according to Dunham
& Klafehn (1990) more of the characteristics of traditional leadership and
management…directed at organisational maintenance… Bass (1985) considers
transformational leadership and transactional leadership to be distinct but not
mutually exclusive processes, and declared that the same leader may use both
types of leadership at different times.” (Lindholm & Sivberg , 2000, p.328)
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