Attributes of Transformational Leadership

The position of leadership is a crucial part of a team as it forms the directive part of the team in question. This means that whenever a leader is making good decisions then the whole group is benefitting from it and the inverse is also true where wrong decisions made by the leader will result to failure of some aspects of the group. This work is on transformational aspect of leadership in relationship to nursing practice experience. In this regard, it also identifies the future of DNP-prepared nursing practice. Transformational leadership is very important for nursing practice

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According to Lang, M. (2011), transformational leadership is that which causes change in both individuals and social system. Hence, it creates change that is valuable and positive to the followers with the aim of making the followers be future leaders (Lang, M. 2011). Transformational leaders, therefore, need to have some characteristics that perpetrate the kind of leadership (Carmeli, Atwater & Levi, 2010). The following are some of the attributes that are best suited for transformational leadership and how they shape advanced nursing practice experience as well as how they benefit the DNP-prepared nursing practice:

1. Transformational leaders need to keep their egos in check whenever they are acting in that capacity. Through this they are able to put the interests of the group they are leading first and not personal interest and therefore are flexible enough to consult and adopt to the changing conditions (Carmeli, Atwater & Levi, 2010). This aspect of leadership keeps when employed in the advanced nursing practice, it results in positive feedback. The aspect as well benefits the DNP-prepared nursing practice in that it gives the followers insight to be good leaders in future, in that the leader acts as a role model for the rest of the followers.

2. Ability to take the risks is another transformational leadership characteristic. This comes after intense consultations on a given matter that requires a decision. The leaders, in this case, have to trust their instincts in some cases with the team backing up the decision. This aspect shape advanced nursing practice experience in that the followers of a leader feel to be part and parcel of the team because their input in the process of making decisions are sought after and even considered (Carmeli, Atwater & Levi, 2010). Further to the DNP-prepared nursing practice, this aspect of transformational leadership gives the followers the benefit of being able to make tough decisions as the followers can monitor the steps as taken by their leader. This is an insight to the followers and can mold them to be good leaders in future.

3. A transformative leader need to be inspirational to the group that he/she is leading. It is through this aspect that the followers build trust of the leader as they get motivated by the deeds of the leader. The leader has to acknowledge every kind of work done well and correct I a good way those that have not met the set standards (Carmeli, Atwater & Levi, 2010). This aspect of leadership shape advanced nursing practice experience in that the followers can get to be attached to their leader and contribute significantly to the processes of making decisions. Considering the DNP-prepared nursing practice, the inspirational leader creates positive impact on the followers who consequently get to emulate him or her in the process of following the leader.

Conclusion

In the above discussion, transformational leadership has been discussed and how with some of its aspects that makes the leader to be of positive change to the followers. Three characteristics of transformational leadership have also been discussed and the way they relate to advanced nursing practice experience as well as how they benefit the DNP-prepared nursing practice. The general view from the discussion is that transformational leadership is of great benefit to nursing practice.

References

Carmeli, A., Atwater, L., & Levi, A. (2010). How leadership enhances employees knowledge sharing: the intervening roles of relational and organizational identification. J Technol Transf, 36(3), 257-274. http://dx.doi.org/10.1007/s10961-010-9154-y

Lang, M. (2011). Transformational Leadership: Fundamentals - Models - Differences - Impact on employees. Munchen: GRIN Verlag GmbH.