In what ways is transformational leadership theory suited to health and social care practice setting (domiciliary care)
The transformational leadership theory is the principal theoretical perspective within social care settings (Wong et al.. 2013, p.947). Such style supports individuals working as a team, with the staff culture centred around systematic compliance with the purpose of a common goal (Odumeru & Ogbonna, 2013, p.355). Four components are crucial to the success of transformational leadership:
(1) Idealised influence
(2) Inspirational motivation
(3) Intellectual stimulation
(4) Personal and individual attention (ibid., p.356)
The emphasis on communication within such a leadership style encourages employees to speak to their employers when problems arise; this openness supports the service users, who will have more individualised attention (Lee, 2012, p.172). Such an emphasis on the holistic perspectives, whereas all personnel are empowered to maximize their potential and create improved practices within the social care settings (Trofino, 1995, p.44).
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Furthermore, transformational leadership styles are associated with shared visions; within successful social care settings, including domiciliary care, the service providers must support the setting’s mission and objectives in order to facilitate positive change within the service user’s lives (Scie.org.us, 2016). Interactions in such styles, led by capable and well-trained senior teams, contribute to an enhanced morale, and therefore to a greater performance of the staff (Odumeru & Ogbonna, 2013, p.356). In such cases, leaders become role models for their colleagues, and challenge them to take increased ownership of the tasks set before them. This allows for tasks more aligned to their skillsets and passions, and therefore better service the individuals based within the domiciliary care settings.
Lee, D. (2012) “The Role of Transformational Leadership Styles in the Home Health Care Industry.” Home Health Care Management Practice 24 (4) p.169-174.
Odumeru, J. & Ogbanna, I.G. (2013). “Transformational vs. Transactional Leadership Theories: Evidence in Literature.” International Review of Management and Business Research 2 (2) p.355-361.
Scie.org.uk. (2016). SCIE People management: Leadership and management. [online] Available at: http://www.scie.org.uk/workforce/peoplemanagement/leadership/leadmanage/ [Accessed 26 Sep. 2016].
Trofino, J. (1995). Transformational Leadership in Health Care. Nursing Management (Springhouse), 26(8), pp.42-49.
Wong, C. A, & Laschinger, H. K. S. (2013). “Authentic leadership, performance, and job satisfaction: the mediating role of empowerment.” Journal of Advanced Nursing, 69 (4), p.947–59.
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