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This work will first provide a synopsis of a more detailed review of literature developing the case of transformational leadership model in healthcare, exploring some of the claims of the model as it is observed in practice. (Edmonstone & Western, 2002) the work will then provide a qualitative review of 50 healthcare professionals, from leadership to trade. Ultimately the work will attempt to focus on a single hospital organization setting and review all departments, through a questionnaire regarding the leadership model (based on characteristics of the TrLM) and attempt to determine first if the literature is accurate in its assessment of TrLM being the most common and i.e. popular model in health care and then determine if this leadership model is reflective of better health outcomes for the community served than were provided prior to implementation of the TrLM. Lastly I will determine if some of the claims of TrLM are valid, i.e. greater satisfaction in the workplace, higher levels of perceived autonomy and empowerment and so on. I will seek the institution of study through a solicitation of regional hospital administrators. An email will serve as an introduction to the institution and study participation will be afforded to the largest hospital where the contacted administrator self-reports application of the transformational leadership model and its encouraged utilization in the whole of the organization.
Significance of the Research
This research will lend itself to the development of a clearer understanding of first the new dominant leadership model in healthcare and most importantly create a deeper understanding of the impact this model has on health outcomes and employee satisfaction
This work will place paramount importance on respondent anonymity to ensure that the study does not negatively affect the organization or any individual participant. The work will stress that the ethical claims of the transformational leadership model be applied to its own standard for development and make certain that the purpose of the work is fundamental and important. No personal information will be recorded or shared and answers wherever possible will be edited for negative content. Individuals who respond negatively to the perceived failure to implement transformational leadership will not be singled out but rather will be offered the opportunity to either opt out or more importantly will be guided toward a set of open ended statements in the questionnaire that will allow them to voice their opinion regarding how the organization and their particular department could better serve the intentions of the TrLM and the health outcomes of the community. This information will only be shared with the administration if the responded offers permission to do so.
Anticipated Problems and Limitations
There is a sense in many larger organizations that ideals and practice do not always match one another. This work could potentially generate a record of failed implementation of transformational leadership or it could find that transformational leadership model is resisted in some departments of the single institution. This outcome could skew data and create an impasse in information.
Resources Required for the Research
The research will require very little resource material and could be performed for less than $50 dollars. Allocated time resources will consist mostly of follow up to ensure compliance and return of the email questionnaire by as many participants and departments as possible.
Aarons, G.A. (2006). Transformational and Transactional Leadership: Association With Attitudes Toward Evidence-Based Practice. Psychiatric Services, 57, 1162-1169.
Bass, B. (1985). Leadership and Performance Beyond Expectation. New York, NY: Free Press.
Bowles, a., & Bowles, N. (2000). A comparative study of transformational leadership in nursing development units and conventional clinical settings. Journal of Nursing Management, 8 (2), 69-76.
Dunham-Taylor, J. (2000). Nurse Executive Transformational Leadership Found in Participative Organizations. Journal of Nursing Administration, 30 (5), 241-250.
Edmonstone, J., & Western, J. (2002). Leadership development in health care: what do we know? Journal of Management in Medicine, 16 (1), 34-47.
Laurent, C.L. (2000). A nursing theory for nursing leadership. Journal of Nursing Management, 8 (2), 83-87.
S.Pounder, J. (2003). Employing transformational leadership to enhance the quality of management development instruction. Journal of Management Development, 22 (1), 6-13.
Spinelli, R.J. (2006). The Applicability of Bass's Model of Transformational, Transactional, and Laissez-Faire Leadership in the Hospital Administrative Environment. Hospital Topics, 84 (2), 11-19.
Vandenberghe, C., Stordeur, S., & D'hoore, W. (2002). Transactional and Transformational Leadership in Nursing: Structural Validity and Substantive Relationships. European Journal of Psychological Assessment, 18 (21), 16-29.
Walker, J. (2001). Developing…[continue]
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