Theoretical Models of Leadership and Personal Reflection Essay

Theoretical Models of Leadership and Personal Reflection - Essay Example However, actual practice in nursing might dictate an incremental 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 development and growth in relationship by showing high affection 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 influence of role modelled behaviour that also seeks to inspire creativity and innovation in employees (Bass, et al. 2003). â€Å"Trust and distrust are embodied in the rules, roles and relations which some men impose on, or seek to get accepted by others† (Farr ell and Knight 2003, p.67). Getting nurses and other health care staff (or even patients) to follow the direction 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 well to enact idealized influence. Does this mean having more controls to gain trust? 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 (Antonakis, et al. 2003). This style includes the development of a psychological contract where the leader promises acknowledgement for proper performance or guarantees of leader non-intervention so long as work... According to the report findings  the ideological goal of transformational style is to build long-term trust with health care employees individually or in groups, using practice in-line with a more people-centred leader. However, actual practice in nursing might dictate an incremental 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 affection and respect for one another through these acts.As the paper discusses  transformational 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 inn ovation 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 proper performance or guarantees of leader non-intervention so long as work performance outputs are meeting expected organisational goals. Clear task discussion between leader and health care employee leads to understanding of expected rewards in transactional leadership.