Transformational Leadership: Strategies For Retention Barry Gallison
9/25/2017 What is a Healthy Work Environment? TRANSFORMATIONAL LEADERSHIP: STRATEGIES FOR RETENTION BARRY GALLISON Components of a Healthy Work Environment Key Components of a Healthy Work Environment – American Association of Critical Care Nurses 1. Skilled Communication – A nurse’s proficiency in communication is as important as clinical skills. 2. True Collaboration – Nurses must be relentless in pursuing and fostering collaboration. 3. Effective Decision Making – Nurses must be valued and committed partners in making policy, directing and evaluating care and leading organizational operations. 4. Appropriate Staffing – Staffing must ensure the effective match between patient needs and nurse competencies. 5. Meaningful Recognition – Nurses must be recognized and recognize others for the value that each brings to the work of the organization. 6. Authentic Leadership – Nurse Leaders must full embrace the imperative of a healthy work environment, authentically live it and engage others in its achievement. They are transformational in their style. 5 Strategies for Retention 1. Reflect on your Leadership 2. Foster Good Communication & Collaborative Relationships 3. Have a Zero Tolerance for Bullying 4. Create a Learning Environment 5. Build a Sense of Community Strategy 1 Reflect on Your Leadership Sometimes the Problem is the Leader 1. 2. 3. 4. 5. 6. 7. 8. 9. Five Signs Rampant Gossip/Rumors Us/Them Mentality Loss of Best Talent Double Standard for Leadership Inconsistency Am I seen by my staff as someone who has integrity? Am I transformational? Do I have the respect of my peers? Can I create a vision that lends direction to the work of the team? Do I have good judgment? Do I have the courage to face conflict? Am I a Self-Starter? Can I stay positive and resilient in a changing environment? Do I have a passion for nursing and can I inspire that passion in others? 1
9/25/2017 Transformational Leadership Leads people where they need to be Successfully adapt to a changing environments Committed to organizational purpose over self interest Shared vision for the future Strategy to implement that vision Promotes creativity, accountability, & innovation Ensures the voice of the clinicians is heard! Transformational Leadership Transformational leadership theory is based on the idea of empowering others to engage in pursuing a collective purpose by working together to achieve a vision of a preferred future. Term first used in the literature in 1978 by James McGregor Burns and his work was expanded on by Bernard Bass in 1985. Key Attributes Are You at Transformational Leader? 1. The leader serves as a role model & “walks the talks” 2. They inspire motivation in their followers by having a strong vision about their work 3. They are concerned about the individual & demonstrate genuine concern for their needs & feelings 4. The leader challenges & develops the followers to be innovative & creative nurturing independent thinking Do you instill a belief in your staff that they can do exceptional things? Do you commit people to action? Do you convert followers into leaders? Do you convert leaders into change agents? Are you the following: a lifelong learner, value driven Can you deal with Complexity? Consider Coaching Compelling reasons for leaders to coach employees at all levels Seeks to develop employees using performance management tools Wants talented employees to meet new expectations Introduces a new system or program A small group needs increased competency in specific areas Has leaders needing a new skill for added responsibility Environmental challenge and complexity Healthcare needs development to lead & manage change – Individuals and organization Impact on culture Builds relationships, autonomy, self awareness Motivates-Like jet fuel!–My Best Self Improve capacity for change – Autonomy-I am in charge – Competence- I did it – Relatedness-I have strong connections 2
9/25/2017 Differentiators Coaching Mentoring 1 Task oriented, skills Relationship oriented 5 Short term Long term 3 Performance driven Development driven 4 No design, long lead time required Design required for strategic purpose 5 Immediate manager a critical partner Indirect involvement Mentoring & Coaching: Creating the environment for professional-personal coaching Coaching is an act of generosity – Requires trust and courage to tell it like it is – Must pay attention to responses of those receiving feedback – Incisive questions explore mindsets or actions – Listen to help one find their own answers – Coach and coachee equal partners – Appreciation for progress vital Coaching powerful process for change – Genuine intent to be of service Minty, 2013, Coaching and Mentoring Caring In Action Guidelines Human Caring Action Areas Caring Relationships Commitment to protect, Honor wishes, rituals Skills and How you do it Caring Occasions, Caring Moments Shared Experience, new discovery Multiple Ways of Knowing Science, art, cultural, ethical, personal, intuitive Reflective Approach: Consciousness, Presence Making a difference in peoples life Increase quality of healing Inclusive, Circular Caring Self, families, clients, colleagues Caring Changes Self, others, culture It is collaborative; starts with strengths Open ended questions facilitate problem solving No advise; encourage and urge continuous improvement Hold accountable to try new things using strengths to get results Give the Gift of objective feedback Future Reading: Documents outcomes of Caritas in varied settings in the United States and internationally Strategy 2 Improve Communication Authentic Leadership Presence Active Listening An Open, Safe Environment for Communication Inclusiveness Ability to Deal with Conflict in Communication Have an Attitude of Gratitude Strategy 3 Zero Tolerance for Bullying Observe for Bullying on your Unit – both verbal & non-verbal Watch how Nursing Students & New Graduates are treated Intervene when You see Bullying or Staff bring it to your Attention Confront Nurses who Bully Set the standard with your own Behavior 3
9/25/2017 Strategy 4 Create a Learning Environment 1. 2. 3. 4. 5. Is practice based on the best evidence available? Do our strategies lead to the best outcomes for patients? Are we willing to try new things? How do we treat failure? Is returning to school for a BSN or Masters a value or do staff ask other staff “why would you want to do that”. 6. Do we celebrate certification in our specialty area as a professional achievement? Strategy 5 Build a Sense of Community on Your Unit The Building Blocks 1. 2. 3. 4. 5. 6. 7. Align staff around a shared sense of purpose Be inclusive Value individual differences Encourage an environment of trust Create opportunities for staff to tell their stories Embrace Conflict Look for opportunities to celebrate Nurse Leaders set the Standard for Being a Continuous Learner 1. Read and stay professionally updated 2. Maintain an awareness of current events and how they could impact health care 3. Network with other professionals at meetings 4. Look for evidence-based practices 5. Continue your education CFO: What happens if do all this training and they leave? CEO: What happens, if we don’t and they stay? What Could You Do Differently? “Nobody can go back and start a new beginning, but anyone can start today and make a new ending.” Maria Robinson TRUE COLORS Identifying Your Personality Type & Work Style Broward Health Imperial Point 4
9/25/2017 True Colors Is: An inventory designed to help you better understand yourself & others An activity used to promote the appreciation of individual differences “In the real world it’s the relationships – the formal and informal networks of people – that really govern how the organization runs and how value is created.” --Michael Schrage A self-awareness activity enabling individuals to become aware of their personality styles A team builder helping members to understand the preferred styles of their colleagues Each color is reflective of your personality o You will identify a Primary & Secondary Color o The colors you do not choose will have some characteristics that are representative of you; however, it is not your preferred style. True Colors is valuable for improving your effectiveness in working with others 8 True Colors: Introduction This experience will help you: Identify Your Personality Style and Work Style Recognize Possible Strengths and Weaknesses Understand Your COLOR at Work Further Build Positive and Satisfying Relationships and Teams The Colors Why Identify with a Color? Learning your color will help you: Understand People Better Process Information Differently Communicate More Effectively Strengthen Successful Partnerships and Relationships Personality Types Orange Orange Green Blue Warm, Kind, Devoted, Compassionate, Artistic Gold Consistent, Loyal, Thorough, Traditional, Cooperative Blue Gold Adventurous, Generous, Tolerant, Skillful Charming Green Clever, Level-Headed, Logical, Competent, Visionary 5
9/25/2017 True Colors at Work: Orange Tackle their work with enthusiasm so they can quickly move on to other pursuits. Are great at working under pressure and prefer to work on jobs that are lively, risky, and unpredictable. Grow restless with jobs that tie them down and limit their personal freedom. Are straightforward, realistic, and practical workers who bring a flair, energy, and excitement to the workplace. Are talented, resourceful, skillful and adaptable. Are upbeat and social in nature, and present a positive self-image of themselves and their work place. Strive to be action-oriented workers who know how to get results they desire. True Colors at Work: Blue They concentrate on people and relationships. Blues focus on service, and health and welfare of people. They prefer, warm, supportive, harmonious environments where works are free to cooperate and communicate with one another. They are imaginative, enthusiastic and concerned about the personal welfare of those around them. They dislike competition, conflict, bureaucracy and domineering authority figures. They promote creativity, flexibility, individuality, and personal expression. True Colors at Work: Gold True Colors at Work: Green Prefer jobs that allow them to be thorough, accurate, and systematic. Prefer to work in situations where they can see a job through to the end, and then touch and feel the results. Are practical, efficient and cooperative workers that respect authority, discipline and punctuality. Work best in environments that are traditional, structured, orderly and filled with other hard-working people. Have compelling need to follow established procedures and routines and do things the “right” way. Are stable, honest and dependable workers who generally put the needs of the company above their own. Driven towards work that involves an analytical and creative focus. Visionary and independent workers who can tune out the world as they work on things that capture their interest. Most productive when they can perfect an idea, then move on and leave the project to be maintained and supported by others. Work well with complex strategies, abstract concepts and theoretical models. Prefer a work environment with minimum structure and little bureaucracy. Enjoy taking risks to test their innovative ideas. Thrive on their biggest assets to be competent, logical, and accurate. Teaming with: Blue Keys to Good Communication Language is functional and operational Seems to know just what words to use Lends electricity to conversation and discussion Concise Clever Can change subject quickly Enjoys hearing and telling jokes and stories to enhance the communication Likes to Talk About Experiences Adventure Responses to You Practical application Usefulness Alternatives Keys to Know How to Praise Praise process more than product Note their cleverness Note their skill Note their quickness Note their impact Note their spontaneity Let he/she describe what was done and how Keys to Stress Being stuck at a desk Too many responsibilities Redundancy Deadlines Rules and Regulations Nonnegotiable imposed structures Lack of freedom to function/perform Reading manuals and following “how to’s” Criticism Abstractions Keys to Reducing Conflict Allow freedom of movement Get things done at their own pace Help them understand the reason for the task assigned and let them assist with how it will be accomplished Be clear about what needs to be done, direct, not abstract Take their need to act into consideration Allow freedom of possibilities, not just the way things have been done before Make tasks a challenge, a contest, a race with time Don’t make them wait to long to get started Leave the options open for how to accomplish the task Keys to Communication Keys to Stress Personalized Broken promises Can be subjective Too much criticism Conflict Can be very general Not discussing what is occurring Insincerity Metaphorical and analogical Paperwork as priority Lying Honest Clock watching Rejection Need opportunities to express feelings and have feelings Lock of social contacts accepted People talking about them behind their backs Likes to Talk About People not being a priority Ways to increase harmony Being compared constantly to others Personal issues Too much conformity without outlets of individuality Issues of life and living Keys to Reducing Conflict Responses to You Be sincere and direct Accepting Allow some change in tasks, avoiding to much repitition Good Listener Be clear about what needs to be done Interested in significance Be clear about how the individual can please and be Abundant giver of appreciation successful Wish to be helpful and supportive Allow individual to bring in his /her own ideas an in other Keys to What and How to Praise ways be creative Comment on unique contribution Allow personal interaction, and opportunities to work with Personal achievements another person(s) Comment on personal characteristics that are valued and Allow individual to express feelings and ask questions meaningful Keep comments focused on the positive when possible Be honest and sincere Public chastisement may be construed as personal A touch on the shoulder rejection Comment on how others have been helped by their Respond in a way that allows other individuals his/her performance feelings but offers alternatives that will move him/her in the Let the person know they have importance and significance direction that is most appropriate to the well-being of the individuals and the group Take idealistic ideas into consideration 6
9/25/2017 Teaming with: Green Keys to Communication Say things once Might not say what he/she feels is obvious Concise Compact Logical Puts little attention into nonverbal clues Might be overly technical Enjoys playing with words Large vocabulary Does not feel assured that others will understand Have difficulty appreciating others verbally Might appear somewhat distant so might be difficult to approach Doesn’t much care for small talk Likes to Talk About Concepts and Ideas Responses to You Debate, Putting things together Questions, Analyze Keys to What and How to Praise Competence Quality of work Analysis of a situation Independent completion of job Clear logical explanation of what the person has done without a lot of elaborate adjectives or feeling words More opportunities to exhibit competence is the best reward for a job well done Vocabulary New Information Teaming with: Blue Keys to Stress Lack of control Lack of independence Repetitive conversation Elaborate use of adjectives Incompetence around them Emotionality Lack of options Unclear picture Inability to use or display knowledge Small talk Dependency Routine Social Functions Keys to Reducing Conflict Allow autonomy Provide a calm and non-conflicting environment Allow room to develop new ideas and plans Do not stifle intellectual development Do not stifle enthusiasm for possibilities Do not stifle decision making Do not stifle intellectual ingenuity and application Sarcasm and ridicule concerning ability can be devastating Allow questions to be asked Becomes embarrassed when being told he/she has done a good job, particularly be someone not admired or respected Teaming with: Gold Keys to Communication Authoritative Parental Clear and concise Get right to the point May make decisions quickly Facts Ways to expedite the execution of plans Likes to Talk About Responsibility Accomplishments Efficiency Work completed What has worked before Responses to You Compliance Execution of plans Ways to keep the system running smoothly How to keep things functional Keys to What and How to Praise Honest and specific mention of what has been done Note thoroughness and sense of responsibility A pat on the back Words should reflect what has actually been accomplished Appreciation needs to be sincere Reminder of the importance of the task completed to the well-being of the team and organization Keys to Communication Keys to Stress Personalized Broken promises Can be subjective Too much criticism Conflict Can be very general Not discussing what is occurring Insincerity Metaphorical and analogical Paperwork as priority Lying Honest Clock watching Rejection Need opportunities to express feelings and have feelings Lock of social contacts accepted People talking about them behind their backs Likes to Talk About People not being a priority Ways to increase harmony Being compared constantly to others Personal issues Too much conformity without outlets of individuality Issues of life and living Keys to Reducing Conflict Responses to You Be sincere and direct Accepting Allow some change in tasks, avoiding to much repitition Good Listener Be clear about what needs to be done Interested in significance Be clear about how the individual can please and be Abundant giver of appreciation successful Wish to be helpful and supportive Allow individual to bring in his /her own ideas an in other Keys to What and How to Praise ways be creative Comment on unique contribution Allow personal interaction, and opportunities to work with Personal achievements another person(s) Comment on personal characteristics that are valued and Allow individual to express feelings and ask questions meaningful Keep comments focused on the positive when possible Be honest and sincere Public chastisement may be construed as personal A touch on the shoulder rejection Comment on how others have been helped by their Respond in a way that allows other individuals his/her performance feelings but offers alternatives that will move him/her in the Let the person know they have importance and significance direction that is most appropriate to the well-being of the individuals and the group Take idealistic ideas into consideration Coaching Implications: Personality Types Keys to Stress Incomplete tasks Ambiguous tasks Disorganization Too many things going on at the same time People who do not follow through Too many questions Irresponsible people Waste Non-conformity Keys to Reducing Conflict Keep requests clear and uncomplicated Make requests concrete and explicit Be consistent Assign one task at a time Communicate who is responsible and for what Be clear as to the process to be followed Don’t change tasks quickly or impulsively Adventurous, Generous, Tolerant, Skillful, Charming Warm, Kind, Devoted, Compassionate, Artistic Consistent, Loyal, Thorough, Traditional, Cooperative Clever, Level-Headed, Logical, Competent, Visionary Bibliography/References/Websites Briggs-Myers, Isabel, Introduction to Type, Palo-Alto, California, Consulting Psychological Press, Inc. 1990 Cooper, William, True Colors Personality Test: Assessment Analysis Paper for EDF 6432, April, 2009 Kiersey, David and Marilyn, Please Understand Me, Del Mar, California, Prometheus Nemesis Book Company, 1984 Lowry, Don, Creator of True Colors, 1976 Miscisin, Mary, Showing Our True Colors, 3rd Edition, True Colors International Publishing, 2010 The following slides are for additional content for reference and use on your own Studer, Quint, The Great Employee Handbook: Making Work and Life Better, Chapter Seven, 2012 True Colors International www.true-colors.com 34 7
9/25/2017 Summary One of the greatest benefits of knowing True Colors is the validation you get for knowing your own style. Remember, you are a unique combination of many characteristics. Showing Our True Colors Can someone really be “As Good as Gold” or a “True Blue Friend?” What does it mean to “Let your True Colors Show?” Although society may try to force its opinion on us about the way we should be, through the media and other pressures, we recognize that is unrealistic. You are an awesome individual with your own set of values, likes and dislikes. Deep down we know what is right for us. When we behave with integrity and are able to show our True Colors, it is a freeing experience. - Mary Miscisin o Straightforward & simple method for gaining insights into the way people behave. o 500,000 people annually are being educated in True Colors in the context of business, education, healthcare, criminal justice, mental health, personal and career counseling, communities and others! o By determining your True Colors you can validate yourself for being who you are. o Discover the True Colors of others and open lines of communication, reduce conflicts and learn ways of relating to bring out the best in everyone. Whether you are someone just getting acquainted with True Colors for the first time or have already experienced the life-changing benefits and are looking for other ways it can be applied, this program is for you. 33 Personal & Professional Lives Do you want to make Your Personal & Professional Lives Run a lot Smoother, Easier & More Productive? There is a secret to this goal that does not require a huge change in behavior. o Lowrys’ True Colors Program 1979 True Colors is based on the Keirsey Temperament Sorter, which is an adaption of the Myers-Briggs Indicator (MBTI). The True Colors: Will sort people into 4 colors to represent personality types Website states that the mission is to enhance the way we live, work, communicate and interact with those around us. Learn what really matters to those around you. o The True Colors style indicator is a great place to start. o Quint Studer calls this, knowing and understanding “What Their What Is.” o o True Colors Keirsey Myers-Briggs Blue Idealists or Appollonian ENFJ, INFJ, ENFP, INFP Gold Guardians or Epimethean ESTJ, ISTJ, ESFJ, ISFJ Once we know this, we can focus on meeting others’ needs in these areas. Green Rationals or Promethean ENTJ, INTJ, ENTP, INTP It will make their lives (job) better and that, in turn, will make yours better. Orange Artisans or Dionysian ESTP, ISTP, ESFP, ISFP Code for Myers-Briggs The Great Employee Handbook, Chapter Seven by Quint Studer 1 st 2 nd 3 4 letter is E for Extraversion or letter is N for Intuition or S for Sensation rd letter is F for Feeling or T for Thinking th letter is J for Judging or P for Perceiving I for Introversion 5 Advantages & Disadvantages The advantages and disadvantages of True Colors are identical to those found in any selfreporting, self-scoring personality test. Advantage o The greatest benefit is that managers/teachers, employees and students all gain a better understanding of each other’s personality type (Cowell-Lucero & Rudd, 2008). Disadvantage o The disadvantages are that the users can figure out what the test creator or administrator wants to measure. Working with Different Colors 7 8
9/25/2017 Working With Different Colors How can you tell if your working with a Gold? 2. We humans really can’t hide who we are and if you know the traits to look for, you can get a really good sense of a persons’ True Colors. 3. This quote by Benjamin Franklin is a motto that most Gold try to live by at home, as well as, at work. “A place for everything & everything in its place” 4. You know they are Gold if they are: 1. Organized: Take a look at their office or work space. You’ll notice they are comfortable with an orderly environment & they have a knack for knowing the most efficient place & method for storing or arranging things. 2. Planners: They are good linear thinkers. One thing leads to another & often use tools like checklists and Gantt charts to keep things on track. All About the Rules: They are sticklers for rules & can become “prickly” when others interpret rules as guidelines, e.g. meeting starts at 8am not 8ish. Punctual: pay attention to obvious signs of irritation when others are late, e.g. clock watching, encouraging the meeting to start on time even though everyone hasn’t arrived & comments about tardiness. Detail Oriented: They will notice things that others just can’t see. 5. Like structure: Don’t invite them to a meeting without an agenda. They need to know what will be addressed in advance so they can be prepared. They also will expect you to follow the agenda. 6. Conscientious: They will do what it takes to get the job done & will be hard on themselves if they fail to follow through. 27 Working With Different Colors How can you tell if your working with a Green? 2. We humans really can’t hide who we are and if you know the traits to look for, you can get a really good sense of a persons’ True Colors. Deliberative: They take serious care in making decisions or choices. They anticipate the obstacles. 3. Reserved: They seek autonomy & usually prefer to work alone. 4. Perfectionists: Aren’t satisfied until the work is 100% right. 5. Analytical: They tend to search for reasons & causes & have the ability to think about all factors that might affect the situation. 6. Intellectual: They are introspective & appreciate intellectual discussions. 7. Competent: They pride themselves on being good at what they do & expect competent follow through from others. This quote by Amy Cuddy describes the perspective of most Greens. “It’s not uncommon for people to overvalue the importance of demonstrating their competence & power, often at the expense of demonstrating their warmth.” You know they are Green if they are: 1. Learners: They have a great desire to learn & want to continuously improve. 27 Working With Different Colors How can you tell if your working with a Blue? We humans really can’t hide who we are and if you know the traits to look for, you can get a really good sense of a persons’ True Colors. This quote by Bill Richardson describes the Blues desire for harmonious working relationships. “We cannot accomplish all that we need to do without working together.” 2. Includers: They are accepting of others. They show awareness of those who feel left out & make an effort to include them. 3. Restorative: They are adept at dealing with problems. They are good at figuring out what is wrong & resolving it. 4. Developers: They recognize & cultivate the potential in others. 5. Relators: They enjoy close relationships with others & find deep satisfaction in working hard with friends to achieve a goal. 6. Caring: They lead with feelings. 7. People Oriented: They are cooperative, nurturing & empathic. You know they are Blue if they are: 1. Adaptable: They prefer to “go with the flow.” They tend to be now people who take things as they come. 28 Working With Different Colors How can you tell if your working with a Orange? We humans really can’t hide who we are and if you know the traits to look for, you can get a really good sense of a persons’ True Colors. This quote by Marcus Gar captures the spirit of most Oranges, especially the extroverts. “With confidence, you have won before you have started.” You know they are Orange if they are: 1. Self-Confident: They take the initiative & aren’t afraid to get things moving if they feel leadership is lacking. Composites Attributes Complaining and self-pity Anxiety & worry I follow the rules with Respect & Authority Depression & fatigue o Loyal, Dependable, Prepared Psychosomatic problems Malicious judgments about yourself & others Herd mentality exhibited in blind following of leaders Authoritarianism & phobic reactions Home, order, tidy, organized, achievement Stress I have a strong sense of what is right & wrong in Life o Thorough, Sensible, Punctual I need to be useful & to belong o Faithful, Stable, Organized 15 3. 4. 5. 6. Joys Composites Green Attributes Stability, consistency, order, respect I am a natural preserver, a good citizen & helpful Strengths Loyal, structures, reliable, responsible I provide stability & can maintain organization My ability to handle details & to work hard make me the backbone of many organizations Frustrations Inefficiency, slobs, procrastinators, change, lack of control I believe that work comes before play, even if I must work overtime to complete the task Values Punctuality, family, quality, honesty Santa Claus Gerald Ford (President) Expects punctuality, order, loyalty Assumes “right” way to do things Seldom questions tradition Rules oriented Detailed/thorough approach-threatened by change Prolonged time to initiate any change Expects people to “play” their roles Luci (Peanuts) Nancy Reagan Joan Rivers Mr. Rogers Harry Truman George Washington (President) Extreme aloofness or wi
Transformational Leadership Transformational leadership theory is based on the idea of empowering others to engage in pursuing a collective purpose by working together to achieve a vision of a preferred future. Term first used in the literature in 1978 by James McGregor Burns and his work was expanded on by Bernard Bass in 1985. Key .
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School principal's transformational leadership: theoretical framework Transformational leadership, which is related with the word to transform, is defined as leadership which changes or transforms others (Harris, 1999, p. 10). Transformational leadership theory was first substantiated by J. M. Burns in his work 'Leadership'. Burns
of instructional leadership are incorporated into transformational leadership in the element of improving the instructional program (Sun & Leithwood, 2012). Transformative leadership. Transformative leadership is distinctly different from transactional and transformational leadership. The transformational leader is reform-minded but not a
Transformational Leadership Perspective in a Complex Research Environment . Timothy N. Atkinson and Tom Pilgreen . University of Central Arkansas . ABSTRACT Transformational Leadership is a popular topic among leadership scholars, but for research administrators, Transformational Leadership might seem like an enigmatic approach given its
To this end, a theoretical framework regarding transformational leadership and organizational commitment was created and then an application was performed on bank employees in Kars. The results revealed relations between transformational leadership and . Sense of transformational leadership is generally regarded as an effective leadership .
2. Theoretical Context of Transformational Leadership Transformational leadership has attracted the attention of many researchers who specialize in the field of leadership within organizations (Bass &Riggio, 2014; Givens, 2008). Therefore, research has shown that the application of transformational leadership to organizations yields positive .
Four Key Elements of Transformational Leadership The transformational leader works with four key elements that provide both a framework and a process. Firstly, the transformational leader shapes a compelling vision and serves as the primary example of that vision. The transformational leader says I want you to do what I am doing.
