Broome And Marshall Suggest That There Are Three Characteris

Broome And Marshall Suggest That There Are Three Characteristics Of A

Broome and Marshall suggest that there are three characteristics of a transformational leader: empower others, engage stakeholders in change process, provide individual and system support. Based on your experience in healthcare, what are your thoughts about this statement? How might these characteristics impact goal attainment and outcomes? What would you suggest might be a fourth key characteristic of a transformational leader? Explain why the 4th characteristic you identified is important. Your initial post should be at least 500 words, formatted, and cited in current APA style with support from at least 2 academic sources.

Paper For Above instruction

Transformational leadership is widely recognized as a powerful approach to inspiring and guiding change within organizations, particularly in complex environments like healthcare. Broome and Marshall (2016) articulate three core characteristics of transformational leaders: empowering others, engaging stakeholders in the change process, and providing individual and system support. These characteristics are fundamental to fostering a culture of innovation, collaboration, and continuous improvement in healthcare settings. From personal experience and research, I believe these traits are essential in achieving effective healthcare outcomes, but I also see value in considering additional characteristics that can enhance transformational leadership’s impact.

Empowering others is critical in healthcare, where frontline staff must feel trusted and capable of making decisions to improve patient care. Empowerment fosters a sense of ownership and accountability, motivating staff to excel and innovate (Cummings et al., 2018). When leaders delegate authority and encourage autonomy, team members are more likely to engage in problem-solving, which directly influences goal attainment. For example, empowering nurses to participate in policy development results in more practical and applicable protocols, leading to improved patient safety outcomes (Zehir et al., 2022).

Engaging stakeholders in the change process ensures that all voices are heard, facilitating buy-in and reducing resistance. Healthcare transformations often involve multifaceted groups—clinicians, administrators, patients—and effective engagement balances these interests, aligning efforts toward common goals (Ingram & Daniel, 2020). When stakeholders are involved, they develop a sense of ownership, which increases the likelihood of successful implementation and sustainability of change initiatives.

Providing individual and system support addresses the human and organizational dimensions of change. Leaders who offer mentorship, feedback, and resources help staff adapt to new practices, reducing stress and increasing confidence (Wong & Cummings, 2015). Supportive leadership creates a psychologically safe environment that encourages innovation and resilience, critical ingredients for achieving desired health outcomes.

While these three characteristics are vital, I propose that adaptability is a crucial fourth characteristic of transformational leaders in healthcare. Adaptability refers to the ability to modify strategies and approaches in response to evolving circumstances and new evidence. Healthcare environments are inherently dynamic, with technological advancements, policy changes, and unpredictable crises such as pandemics (Girotra & Netessine, 2019). Leaders who demonstrate adaptability can pivot effectively, maintain team cohesion, and navigate uncertainties without losing sight of goals.

The importance of adaptability lies in its capacity to sustain progress amidst turbulence. For instance, during the COVID-19 pandemic, healthcare leaders who adapted rapidly—implementing new protocols, utilizing telehealth, reallocating resources—were able to maintain continuity of care (Masa & Bressan, 2020). Without adaptability, even well-empowered and engaged teams may struggle to meet objectives when faced with unforeseen challenges. Furthermore, adaptive leaders foster a culture of learning and resilience, which is essential for continuous quality improvement.

In conclusion, Broome and Marshall’s identified characteristics form a solid foundation for transformational leadership in healthcare, but incorporating adaptability could significantly enhance leadership effectiveness. These combined traits facilitate goal attainment, improve patient outcomes, and promote sustainable organizational change. Healthcare leaders must cultivate empowerment, stakeholder engagement, support mechanisms, and adaptability to meet the demands of a constantly changing environment and drive meaningful improvements in care delivery.

References

Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P., & Chang, L. (2018). Leadership styles and outcome patterns for the nursing workforce and work variables in acute care settings: A systematic review. International Journal of Nursing Studies, 85, 19–60. https://doi.org/10.1016/j.ijnurstu.2018.04.016

Girotra, K., & Netessine, S. (2019). Four ways health care organizations can innovate. Harvard Business Review. https://hbr.org/2019/01/four-ways-health-care-organizations-can-innovate

Ingram, M., & Daniel, E. (2020). Stakeholder engagement in health care: An integrative review. Journal of Healthcare Management, 65(6), 469–481. https://doi.org/10.1097/JHM-D-19-00205

Masa, J. L., & Bressan, L. (2020). Leadership during the COVID-19 pandemic: A review of healthcare leadership challenges. Leadership in Health Services, 33(2), 126–136. https://doi.org/10.1108/LHS-05-2020-0021

Wong, C. A., & Cummings, G. G. (2015). The relationship between nursing leadership practices and patient outcomes: A systematic review. Journal of Nursing Management, 23(5), 543–556. https://doi.org/10.1111/jonm.12084

Zehir, C., Beker, S., & Bülbül, E. (2022). Empowering nurses through transformational leadership: Impact on patient safety and care quality. Nursing & Health Sciences, 24(1), 73–84. https://doi.org/10.1111/nhs.12865