Transformational and Servant Leadership in Practice – From a New Managers Perspective

2.50
Hdl Handle:
http://hdl.handle.net/10755/308587
Category:
Abstract
Type:
Presentation
Title:
Transformational and Servant Leadership in Practice – From a New Managers Perspective
Author(s):
Pierce, Loretta Ann
Lead Author STTI Affiliation:
Omicron Epsilon
Author Details:
Loretta Ann Pierce, MSN, RN,CNE, loretta.pierce.marykay@gmail.com
Abstract:

Session presented on: Sunday, November 17, 2013

Transformational and Servant Leadership in Practice – From a New Managers Perspective

Nurse Managers are many times appointed into manager positions without adequate training. In a facility on the journey towards Magnet and Shared Governance this is of concern. The style of leader needed for Magnet and Shared Governance is a Transformational or Servant leader.   The transformational leader looks at the areas/staffs needs not just on a system level but a higher level to include self-actualization and competency. The servant leader is a steward to their staff and develops a partner type relationship. Both of these styles of leadership are not necessarily only learned from a text but rather are something to strive to obtain through role modeling and sharing success. It is important for leaders both new and experienced to share their understandings of these roles in leadership to assist in obtaining Magnet and Shared Governance cultures.

As a new leader understanding the urgency to lead others with a Transformational or Servant leader style became a mission. The manager scores in the area reflected a lack of leadership style conducive for Magnet or a Shared Governance culture to grow. The new nurse manager was able to engage staff in Shared Governance using Transformational and Servant leadership skills to obtain success as demonstrated by manager approval ratings. Projects were identified by staff thereby building upon the partnership, trust, and ongoing development as a team. Putting into practice the Transformational and Servant leadership styles as a new manager was very successful. This type of success needs to be shared to other mangers.

Keywords:
Magnet; Transformational; Servant
Repository Posting Date:
19-Dec-2013
Date of Publication:
19-Dec-2013
Conference Date:
2013
Conference Name:
42nd Biennial Convention
Conference Host:
Sigma Theta Tau International, the Honor Society of Nursing
Conference Location:
Indianapolis, Indiana, USA
Description:
42nd Biennial Convention 2013 Theme: Give Back to Move Forward. Held at the JW Marriott

Full metadata record

DC FieldValue Language
dc.language.isoen_USen_GB
dc.type.categoryAbstracten_GB
dc.typePresentationen_GB
dc.titleTransformational and Servant Leadership in Practice – From a New Managers Perspectiveen_GB
dc.contributor.authorPierce, Loretta Annen_GB
dc.contributor.departmentOmicron Epsilonen_GB
dc.author.detailsLoretta Ann Pierce, MSN, RN,CNE, loretta.pierce.marykay@gmail.comen_GB
dc.identifier.urihttp://hdl.handle.net/10755/308587-
dc.description.abstract<p>Session presented on: Sunday, November 17, 2013</p>Transformational and Servant Leadership in Practice – From a New Managers Perspective <p>Nurse Managers are many times appointed into manager positions without adequate training. In a facility on the journey towards Magnet and Shared Governance this is of concern. The style of leader needed for Magnet and Shared Governance is a Transformational or Servant leader.   The transformational leader looks at the areas/staffs needs not just on a system level but a higher level to include self-actualization and competency. The servant leader is a steward to their staff and develops a partner type relationship. Both of these styles of leadership are not necessarily only learned from a text but rather are something to strive to obtain through role modeling and sharing success. It is important for leaders both new and experienced to share their understandings of these roles in leadership to assist in obtaining Magnet and Shared Governance cultures. <p>As a new leader understanding the urgency to lead others with a Transformational or Servant leader style became a mission. The manager scores in the area reflected a lack of leadership style conducive for Magnet or a Shared Governance culture to grow. The new nurse manager was able to engage staff in Shared Governance using Transformational and Servant leadership skills to obtain success as demonstrated by manager approval ratings. Projects were identified by staff thereby building upon the partnership, trust, and ongoing development as a team. Putting into practice the Transformational and Servant leadership styles as a new manager was very successful. This type of success needs to be shared to other mangers.en_GB
dc.subjectMagneten_GB
dc.subjectTransformationalen_GB
dc.subjectServanten_GB
dc.date.available2013-12-19T17:33:15Z-
dc.date.issued2013-12-19-
dc.date.accessioned2013-12-19T17:33:15Z-
dc.conference.date2013en_GB
dc.conference.name42nd Biennial Conventionen_GB
dc.conference.hostSigma Theta Tau International, the Honor Society of Nursingen_GB
dc.conference.locationIndianapolis, Indiana, USAen_GB
dc.description42nd Biennial Convention 2013 Theme: Give Back to Move Forward. Held at the JW Marriotten_GB
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