Theoretical Models of Leadership and Personal Reflection Essay

Theoretical Models of Leadership and Personal Reflection - Essay ExampleHowever, actual practice in nursing might dictate an additive trust-building exercise to achieve long-term relationship growth. Starnes, et al. (2010) identifies that legitimate relationships are developed over time, beginning with small-scale acts and evolving into reciprocal acts with both employee and the leader. Trust is developed at the point in relationship where both leader and employee assume responsibility for develop manpowert and growth in relationship by showing high warmness and respect for one another through these acts (Starnes, et al 2010). Transformational leadership utilises collaborative methodologies in order to inspire commitment and motivation toward achievement of organisational goals, an idealized bend of role modelled behaviour that also seeks to inspire creativity and innovation in employees (Bass, et al. 2003). Trust and distrust are embodied in the rules, roles and relations which s ome men impose on, or seek to get accepted by others (Farrell and Knight 2003, p.67). Getting nurses and other health care staff (or even patients) to follow the way of the transformational leader includes not only behaviours, but the systems and structures that guide either autonomous work or rules guiding behaviour by which the transformational leader abides as substantially to enact idealized catch. Does this mean having more controls to gain trust? Transactional leadership is a significantly different approach to leadership in which the manager creates depending on(p) rewards that are based on individual employee or group performance (Antonakis, et al. 2003). This style includes the development of a psychological contract where the leader promises acknowledgement for victorian performance or guarantees of leader non-intervention so long as work... According to the report findingsthe ideological goal of transformational style is to build long-term trust with health care em ployees individually or in groups, using practice in-line with a more people-centred leader. However, actual practice in nursing might dictate an additive trust-building exercise to achieve long-term relationship growth. Legitimate relationships are developed over time, beginning with small-scale acts and evolving into reciprocal acts with both employee and the leader. Trust is developed at the point in relationship where both leader and employee assume responsibility for development and growth in relationship by showing high regard and respect for one another through these acts.As the paper discussestransformational leadership utilises collaborative methodologies in order to inspire commitment and motivation toward achievement of organisational goals, an idealized influence of role modelled behaviour that also seeks to inspire creativity and innovation in employees.Transactional leadership is a significantly different approach to leadership in which the manager creates contingent rewards that are based on individual employee or group performance.This style includes the development of a psychological contract where the leader promises acknowledgement for congruous performance or guarantees of leader non-intervention so long as work performance outputs are meeting expected organisational goals. Clear task discussion amongst leader and health care employee leads to understanding of expected rewards in transactional leadership.