Today’s health care environment is experiencing unprecedented, intense reformation. Unlike yesterday’s leadership requirement for stabilization and growth, today’s leaders are required to transform their organization’s values, beliefs and behaviors.
It is relatively easy to lead people where they want to go; the transformational leader must lead people where they need to be in order to meet the demands of the future. This requires vision, influence, clinical knowledge and a strong expertise relating to professional nursing practice. It also acknowledges that transformation may create turbulence and involve atypical approaches to solutions.
The organization’s senior leadership team creates the vision for the future, and the systems and environment necessary to achieve that vision. They must enlighten the organization as to why change is necessary, and communicate each department’s part in achieving that change.
They must listen, challenge, influence and affirm as the organization makes its way into the future. Gradually, this transformational way of thinking should take root in the organization and become even stronger as other leaders adapt to this way of thinking.
The intent of this Model Component is no longer just to solve problems, fix broken systems and empower staff, but to actually transform the organizations to meet the future. Magnet-recognized organizations today strive for stabilization, however, health care reformation calls for a type of controlled destabilization that births new ideas and innovations.
2012-13 Nursing Annual Report