Leadership skill

Transformational Leadership Not Autocratic Leadership Needed in Healthcare Management

Success lies in studying and improving the skill If top manager wants that her/ his organization achieve long term goals he must give emphasis on learning but it require significant amount of time and systemic revolutionary change. Change in behavior and attitude

Transformational leadership instills a higher level of commitment in employees, reduces employee stress and increases morale; which enhances employee job satisfaction. By implementing transformational leadership styles, hospital clinical leaders will be empowering their nurses in management positions; encouraging commitment to the organization; and solving employee morale problems. Conversely, some researchers have found that autocratic leadership styles are widely recognized as a source of stress, strain and job dissatisfaction. Kuokkanen and Katajisto (2003) defined autocratic leadership style when a leader wields absolute power over his or her subordinates. In turn, subordinates have little input autonomy, or opportunity for making suggestions; irregardless if those ideas are suited for improved organizational outcomes found that traditional autocratic structures create layers of bureaucracy that prevents autonomy; which creates a higher organizational turnover giving way to increased training costs. In short, hospital clinical leaders must not only be consistent and knowledgeable, they must also empower their subordinate leaders and/or managers by promoting autonomy through delegation. This autonomy establishes mutually beneficial relationships that favor job satisfaction, because it encourages the nurses in management positions to assume job ownership, and enjoy workplace empowerment. Due to the increased demands placed on nurses in management positions, this form of leadership is most desirable in the everyday workings of a nursing managerial environment. Under an autocratic leadership style, nurses in management positions are frequently under increased pressure to provide quality care because task-oriented, cost reduction measures are stressed by those leaders who exercise this task oriented style. By contrast, the collective energy of shared leadership enables nurses in management positions to form strong empowering networks that build personnel infrastructures that produce superior, long-term work performance. Such a

positive leadership style involves nurses in managerial positions participating in a common organizational commitment that contributes to an optimal work environment. Because an organizations success is often measured by organizational cohesiveness that transcends personal self-interests, nurses in management positions and their supervisory leaders must act collectively in their decision-making. An ineffective leadership style can undermine the efforts of nurses in management positions in their work. Effective hospital clinical leaders must build collaborative relationships and employ participatory leadership styles that empower, create job satisfaction and organizational commitment in their nurses in management positions