Leaders and Partners

Abstract

Transformational leadership and partnership development are synergistic. The partnerships between key stakeholders provide for the implementation of a shared vision. Bernard Bass, expanding on the work of James McGregor Burns, identified the key components of transformational leadership as follows:1Dolan PL. Physician alignment presents biggest obstacle to ACOs. Amednews.com, July 25, 2011. http://www.ama-assn.org/amednews/2011/07/25/bisb0725.htm. Accessed July 28, 2011.Google Scholar •Consideration for the individual•Motivation built on inspiration•Idealized influence Leading organizations through transformation is necessary in today's world. Success using the old command/control style is a remnant of the past. Our organizations are trying to prepare for an unknown future. This issue requires involving employees and physicians at all levels of the organization. Recent research has shown that the biggest barrier to developing accountable care organizations is the physician groups.2Bass BM The Ethics of Transformational Leadership.Kellogg Leadership Studies Project, Transformational Leadership Working Papers Transformational Leadership Working Papers. The James MacGregor Burns Academy of Leadership, College Park, MD1997Google Scholar Physicians do not respond positively to commands. As professionals they believe they know their expected role and function; consequently, unless they are involved in the vision, planning, and implementation of new models of care delivery, their cooperation may be less than desirable. Nursing professions also share much of the same independent spirit and characteristics that have traditionally been the purview of physicians. Both groups are cognizant of their value and the critical need for their involvement in the delivery of patient care and organizational success. Finding new and innovative ways to do things requires encouraging creativity throughout the workforce. Offering support to followers based on their individual abilities creates an environment that promotes supportive relationships and open communication. It is logical that the leader who can translate the vision into action excites people and motivates them to actively participate in designing the future. Simultaneously, the transformational leader is a role model for building trust among followers and peers in an organization. It is in the formation of partnerships that mutual respect and admiration for the skills and abilities each brings to a situation are encouraged to flourish. None of this is easy to accomplish, however, and although some have the innate ability to be a transformational leader, others have to work at it. Obviously in order to work at it, one must believe in his or her power to transform organizations and achieve new goals in a totally different environment. Partnerships provide a unique opportunity to accomplish this. Partners are equals; they are colleagues and collaborators in attaining a better future for patients, the organization, and their own sense of accomplishment. This is where self actualization becomes reality. Picture a nurse manager with the knowledge about his own unit and how quality and productivity can be achieved. That manager is in partnership with the nursing director, physicians, patients, and executive staff. The executive staff cannot possibly achieve their vision and goals without the expertise and commitment of the nurse manager. He, in turn, cannot achieve high quality and productivity without partnering with the staff, physicians, patients, and families. Transformational leaders recognize that partners enable achievement of their goals. We are once again embarking on a new era in health care, one that demands the full dedication of all participants, including payers, vendors, and the community. This is no easy task, but reaching out to all the stakeholders in an organized, positive, and collegial manner will ultimately separate the winners from the losers.