Leadership Theories
Discussion Questions
Topic 8 DQ 1
Leadership has many theories that try to give the best techniques to use. In nursing, leadership is a crucial profession and sensitive. Hence there is a need for a proper understanding of leadership. This has been enhanced by leadership models like the servant leader theory and the transformational theory. These two theories are different in that each model uses its strategy to give the techniques to be used by a leader to achieve the objectives (Andersen, 2018). Although these models have similarities, they use different methods to make leadership in an organization.
The transformational model leaders are more focused on the organization, and his/her opinion determines the follower’s focus and commitment to the organization. The building of The primary focus of this model is the organization, while the empowerment of followers is a secondary objective. On the other hand, the servant leadership model dwells much on the followers (Andersen, 2018). The followers are the primary focus of which the model aims at instilling leadership and values to the followers. The servant leader does not have an affinity in particular for the organization focuses on followers mainly. This helps in managing organization dynamics, and with well-developed manpower, the stakeholder’s success will be achieved.
These two models are different but helpful in different sections. The transformational theory helps push for the achievement of the organization by any means. Its focus is to better the organization first and enhance success (Andersen, 2018). Although the best model to use in an organization is servant leadership, a servant leader helps better his/her followers; this will add values to the followers and subsequently achieving the organization’s goals. The servant-leader improves the overall quality of the organization, as the leader instills quality to his/her followers.
Reference(s)
Andersen, J. (2018). Servant leadership and transformational leadership: from comparisons to farewells. Leadership & Organization Development Journal, 39(6), 762-774. doi: 10.1108/lodj-01-2018-0053