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Transformational Leadership and School Change Innovation
Abstract
Based on an interview with M., her leadership style and the change process she represents align with transformational leaders who inspire their followers to strive for moral excellence. M. has created a blended platform to better serve the highly varied student and employee body. When asked if she felt stuck at work, M. said no, because she constantly implements change initiatives to keep everyone inspired and engaged. Transformational leaders instill a sense of pride and purpose in their teams.
Introduction
It was an honor and a joy to interview Professor M. F., whom I hold in the highest regard as a compassionate, principled leader. M. F., a renowned professor, serves as the vice chancellor of a New Jersey medical school. In the interview, I asked M. to explain a school change innovation in which she was involved. This study will seek to establish M.s innovative change and critically examine the transformation process represented by the leader. During the COVID-19 pandemic, M. played a pivotal role in developing a novel blended learning platform, and the schools programs have since solidified this approach.
Leadership Innovation
Introducing novel ideas, changes, and work leadership and management approaches is a valuable innovation. M. has maintained this mantra throughout her career, emphasizing the need to always do what is best for others when in a leadership position. She argues that being a leader who thinks beyond the box means always putting the needs of the team and students first. When asked to explain an institutional change innovation in which she was involved, M. affirmed that she was instrumental in developing an innovative hybrid learning mode during the COVID-19 pandemic, and the school programs have entrenched the plan. No two people have the same social status, cultural background, or medical history.
When asked about the excellent aspects of a leader in creating school change innovation, M. stated that the best attributes of a leader are foresight, planning, and the capacity to adapt to unexpected circumstances. This category includes the ability to articulate oneself clearly, advocate for what one believes in, communicate relevant information, recognize ones limitations, and identify when one needs assistance. Leaders who make it their mission to cater to each employees unique requirements will always be energized with their jobs because they will always continue innovating (Atan & Mahmood, 2019). As a result, M. developed a blended platform that can better accommodate a diverse student body and staff.
Change Management
A school change innovation might manifest itself in various ways, especially during a crisis. Nonetheless, the manner in which a leader responds to the occurrence is of utmost importance. When M. was asked how the leadership style affected the change process, she affirmed that she has high emotional intelligence and such a leader can take care of themselves, their team, the community, and their relationships easily. Influential leaders will consistently employ exceptional traits to effectively deal with change, tackle complex problems, and chart a course forward (Griffith et al., 2019). When asked how the process affected her performance and internal motivation, M. explained that, in her experience, people tend to act disruptively whenever something personal is going on. This happens whether it is a process of change, a quarrel with a coworker, or a lack of cohesion within a team.
During a time of workplace change implementation, M. stresses that the importance of tending to the feelings of everyone involved rather than the outcomes prevents the process from affecting her performance and internal motivation. When everyones wants and needs are amicably addressed, the team functions at peak efficiency, and innovation and unity are inevitable outcomes (Saeidi et al., 2021). M. thinks that, depending on the nature of the issue, a cooling-off period of 2448 hours is warranted, after which the team can discuss the matter more calmly. Understanding the other persons perspective and making them feel like their story was heard has shown to be a useful tool in effective change implementation. Attributable to their emphasis on relationships as the basis for creating positive change or outcomes, transformational and emotionally intelligent leadership has guided effective management.
Transformational Leadership
Having the qualities of a transformational leader, M. is self-aware, genuine, and honest in her actions. When asked how the organizational culture interacts with the change process, M. affirmed that the shared values, beliefs, and meanings held by all its employees are essential in implementing transformations in any successful organization. Patient satisfaction or employee satisfaction rises under transformational leadership, leading to better results, a strong organizational culture, and a more pleasant workplace (Ledlow & Stephens, 2018). The point of care, where the majority of frontline staff operates, and patient care is provided, is an incredibly crucial position for good leadership to establish a solid basis for a productive workplace.
Leading Teams
On why some approaches are successful and others not, M. asserted that there are numerous exceptional leadership techniques, and effective leaders should set an example for their teams. To lead by example is to gain legitimacy as a leader via ones efforts and contributions (Elmore, 2004). M.s mission is to inspire future leaders to discover their purpose in life. She encourages recent graduates to keep learning by demonstrating her strength as an individual and a pioneer in the operating room and beyond. They have many questions, she says, but they also feel encouraged to complete their schooling and go on to further education.
People are more likely to follow a person than a strategy. M. excels at instilling quality, which is very important when trying to keep students excelling in school. M. says that her humility has been the most effective tool in fostering employee empowerment and growth. She is always willing to serve as a go-to resource for anyone with a question, no matter how trivial. M. also credits her colleagues with motivating her throughout her career. If she ever has a case and needs aid, she may count on receiving it from any workplace in the country.
Emotional Competence
Based on my observations, the leadership challenge is a good guide for understanding M.s philosophy. The questions I submitted to M. highlighted specific practices while simultaneously modeling the way, inspiring a shared vision, testing the status quo, and setting the stage for others to take the initiative. When asked what it takes to develop into a strong leader who can implement educational reforms effectively, M. stated that every boss should put the theory of motivation into practice. Most leaders use the heartfelt encouragement technique to boost staff morale (Hord & Hall, 2019). With this in mind, M. adds it to her routine and has improved her output. She argues that everyone goes through tough times but that a leader who cares for others well will be remembered and emulated.
On the question of whether change is stuck in her workplace, M. said it is not fixed because she is always looking for new methods to motivate her staff, including throwing parties where they can bond and have fun. For instance, team members participate in one anothers baby showers, engagement parties, and other events that strengthen bonds within the group and lead to improved collaboration. M. thinks that if workers have a stake in their occupations, they will not be as eager to go elsewhere for employment. According to Fullan and Ballew (2020), focusing on employee satisfaction can help retain workers in their current positions. A strong feeling of unity can be fostered in the workplace by praising and motivating one another.
Conclusion
M. is an effective leader who has not only implemented an innovative program but continues to create change initiatives aimed at improving the school environment for all stakeholders while motivating them. To effectively comfort and attend to the needs of each person, a strong leader should be aware of the unique histories and circumstances of each individual in their team. Transformational leadership increases employee satisfaction, improving outcomes and creating a more positive work environment. The best characteristics of a leader are forethought, planning, and the ability to adapt to unforeseen circumstances, with emotional intelligence being crucial in such situations.
Every healthcare setting ultimately aspires to be stronger, more structured, and receive higher ratings due to worker satisfaction, and this is only possible with transformational leadership. Effective leadership emphasizes the significance of a leaders demeanor and behaviors. Assisting students and making them feel they can ask for assistance when needed is good for morale and productivity in any given group. Ones ability to adapt to change and resolve differences depends on empathy and willingness to put oneself in another persons shoes. To be a transformative leader, one should be adaptable, aware, capable of making tough decisions, and an inspiration to their team.
References
Atan, J. B., & Mahmood, N. (2019). The role of transformational leadership style in enhancing employees competency for organization performance. Management Science Letters, 9(13), 2191-2200. Web.
Elmore, R. (2004). School reform from the inside out: Policy, practice, and performance (5th ed.). Harvard Education Press.
Fullan, M., & Ballew, A. C. (2020). Leading in a culture of change (2nd ed.). Jossey-Bass.
Griffith, J. A., Baur, J. E., & Buckley, M. R. (2019). Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development. Human Resource Management Review, 29(3), 305-315. Web.
Hord, S., & Hall, G. E. (2019). Implementing change: Patterns, principles and potholes (5th ed.). Pearson.
Ledlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: Theory, skills, and applications (3rd ed.). Jones & Bartlett Learning.
Saeidi, P., Robles, L. A. A., Saeidi, S. P., & Zamora, M. I. V. (2021). How does organizational leadership contribute to the firm performance through social responsibility strategies? Heliyon, 7(7), e07672. Web.
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