All the participants of the process had their job

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All the participants of the process had their job descriptions changed as a result of new policies, which helped empower employees with more responsibilities. As a transactional leader, I would also empower my employees by promoting them and allowing them the freedom to act independently. However, such promotion would come after ensuring they are up to the task assigned and that they would deliver as required. Burns also promoted several individuals, them giving them more power to make their independent decisions. For example, Helen Edwards and Nikki Thorton were allowed to lead the matrons in adopting the new changes in the organization (p 5). Some employees were promoted, such as Sue Green, who took a position of assistant director of nursing. Conclusion The case study offers a practical application of leadership styles in the workplace. King Edgar Hospitals NHS Trust was facing a crisis in poor performance, which made them adopt new forms of leadership. Tracey Burns was the one given the responsibility to make these changes, and she acted the best way she could. Given a chance to take up her roles, I believe I would proceed the same way she did. Having received only a one-star rating, the hospital knew that they had to change and work hard to maintain the lucrative NHS funding. Tracey Burns was a crucial figure in implementing change in the organization by relying on a transformational style of leadership. She chose to motivate and encourage employees to succeed in something which worked to her advantage. She also applied the transactional and transformational leadership theories which were instrumental in helping her achieve success. These two leadership styles were the best styles to drive this organization forward according to me. I, therefore, believe
9 LEADERSHIP & STRATEGY Tracey Burns did the right thing, and that was seen by how the organization started to show signs of success. References Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational change. Leadership & Organization Development Journal , 36 (1), 2-16. Fischer, S. A. (2016). Transformational leadership in nursing: a concept analysis. Journal of Advanced Nursing , 72 (11), 2644-2653. Nigro, T. L. (2 018, May). The shadows in healthcare leadership. Healthcare Management Forum, 31( 3), 97-102. Saleh, U., O'Connor, T., Al-Subhi, H., Alkattan, R., Al-Harbi, S. & Patton, D. (2018). The impact of nurse managers' leadership styles on ward staff. British Journal of Nursing , 27(4),197- 203. Steinhauer, R. (10/14/2016). Transformational leaders: Change agents for good. Reflections on Nursing Leadership . Retrieved from - features/Vol42_4_transformational-leaders-change-agents-for-good
10 LEADERSHIP & STRATEGY Asamani, J. A., Naab, F., & Ofei, A. M. A. (2016). Leadership styles in nursing management: implications for staff outcomes. Journal of Health Sciences . Retrieved from agement_implications_for_staff_outcomes Boyal, A., & Hewison, A. (2016). Exploring senior nurses’ experiences of leading organizational change. Leadership in Health Services , 29 (1), 37-51. Xu, J. H. (2017). Leadership theory in clinical practice. Chinese Nursing Research , 4 (4), 155- 157. Case study J ean-Louis Barsoux and Mattia Gilmartin

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