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Transformational Leadership in Behavioral Health
The transformational model of leadership has gained considerable traction among leadership theorists and researchers over the past few decades. The leadership model appears to be a fairly reliable and unitary construct referring to a set of leadership behaviors which are associated with a variety of positive organizational outcomes. Under the transformational model, the leader focuses on creating positive change in followers through behaviors which help them "transform" into more motivated, satisfied, and harmonious members of the organization. According to Fisher (2009), transformational leadership is generally characterized by the four types of leadership behaviors, often referred to the four "I"s
- Idealized Influence
- Intellectual Stimulation
- Individual Consideration
- Inspirational Motivation
Idealized Influence
The concept of idealized influence is similar to what can
generally be thought of as charisma. Although the vast majority of
literature on charismatic leadership focuses on the potential for
negative social consequences, there is also an argument to be made
that the charisma is a component of highly effective
transformational leadership (Aaltio-Marjosola & Takla, 2000).
In a sense, idealized influence refers to a "leader's ability to
generate enthusiasm and draw people together around a vision
through self-confidence and emotional appeal" (Fisher, 2009, p.
362). At a more tangible level, a leader can become a more
idealized leader by modeling desirable role behaviors within the
organization and culture. By positioning him or herself as a
positive role model, a leader can thereby engender trust, respect,
and even admiration of subordinates. In mental health terms, this
has similarity to what clinicians refer to as "fostering
transference" with their clients. By exhibiting the types of
behaviors that one would expect from a leader in a given situation,
one can generally assume that they will be automatically afforded
greater deference within that situation.
Intellectual Stimulation
Transformational leaders help to provide intellectual stimulation
for their subordinates. In practice this means that
transformational leaders foster more democratic working
environments than other types of leaders, because they are
frequently engaging in their team members in creative and
innovative problem solving (Fisher, 2009).
Individual Consideration
Individual consideration occurs when the leader gets to know their
team members and show them individual respect and concern. If team
members are being recruited as intellectual collaborators in
organizational problem solving, their personal needs and
preferences will naturally emerge. Leaders can further the sense
that individual consideration is occurring by regularly assessing
their followers' personal goals and working to create new
opportunities which match their goals (Fisher, 2009).
Inspirational Motivation
The transformational leader moves team members toward action by
building their confidence levels and generating a belief in a cause
(Fisher, 2009). This concept is highly compatible with the
previously discussed aspects of transformational leadership.
Through individualized consideration and mentoring, individuals are
led to work toward improving themselves and their status within the
organization. By providing a positive model, individuals are given
direction and momentum for guiding their own role behaviors.
Benefits of Transformational Leadership
- Employee effectiveness is positively affected with extra perceived effort (Jung, Yammarino, & Lee, 2009).
- Organizational citizenship behaviors and job satisfaction all are all being linked to transformational leadership.
- Increase in group cohesiveness among group members; each member is propelled by the group to accomplish more than could be done. Group cohesiveness among work teams results in more and better group interaction, stronger group influence, and greater individual involvement in the group (Wang & Huang, 2009). Particularly in service agencies where turnover rates are high because of provider burnout, higher levels of group cohesiveness may serve as a protective factor by increasing the level of support that workers receive from one another.
Psychological Well-Being & Transformational
Leadership
Psychological well-being is the subjective experience of being in
a positive state of mental health. Several studies have found that
a leader's behavior can affect the mental health of his followers,
but there has been little research examining the possible
mechanisms for this interaction. Arnold, Turner, Barling, Kelloway,
& McKee (2007) noted that there is an established connection
between transformational leadership and the sense of one's work
being meaningful. It is not uncommon to hear workers in mental
health service organizations describe their work experience in
terms of a progressive loss of meaning. High case loads, inadequate
funding, and arduous paperwork all contribute to the type of crisis
that leads to burnout. It is the sense that one is simply making no
difference in the world by continuing on with his or her work. By
directly enhancing the sense that there is meaning in the work that
mental health care providers are doing, transformational leadership
has a potential to strongly affect worker satisfaction and reduce
burnout. And because this effect improves psychological well-being,
it may also help clinicians to exercise a higher level of clinical
judgment than they would otherwise be capable of. This improves the
quality of services that are provided and so circularly enhances
the sense that meaningful work is done.
References
Aaltio-Marjosola, I. & Takala, T. (2000). Charismatic
leadership, manipulation and the complexity of organizational life.
Journal of Workplace Learning, 12(4), 146-164.
Arnold, K. A., Turner, N., Barling, J., Kelloway, E.K., &
McKee, M.C. (2007). Transformational leadership psychological
well-being: The mediating role of meaningful work. Journal of
Occupational Health Psychology, 12(3), 193-203.
Fisher, E. (2009). Motivation and leadership in social work
management: A review of theories and related studies.
Administration in Social Work, 33, 347-367.
Jung, D., Yammarino, F.J. & Lee, J.K. (2009). Moderating role
of subordinates' attitudes on transformational leadership and
effectiveness: A multi-cultural and multi-level perspective. The
Leadership Quarterly, 20, 586-603.
Wang, Y. & Huang, T. (2009). The relationship of
transformational leadership with group cohesiveness and emotional
intelligence. Social Behavior and Personality, 37(3), 379-392.
Lee Phillips holds a Master of Social Work degree from
Norfolk State University and a Bachelor of Arts degree in
Communication with a minor in Theatre Arts from Old Dominion
University. Lee is a Licensed Clinical Social Worker and a
Certified Substance Abuse Counselor in the state of Virginia. Lee
is currently pursuing his Doctor of Education degree in
Organizational Leadership with an emphasis in Behavioral Health at
Grand Canyon University in Phoenix, AZ. He is currently pursuing a
doctoral dissertation study titled, "What Matters in Social Work
Management: A Qualitative Study of Leadership Styles". Lee has
worked in several mental health and substance abuse treatment
settings including outpatient and inpatient settings for the past
six years.
Lee is employed full time as a licensed intake psychotherapist
with Central Access at Colonial Behavioral Health in Williamsburg,
VA. Lee is employed part time in the private practice sector where
he provides psychotherapy services to adolescents, adults, couples,
and families. His research and academic interests include:
Adolescent Risk Behavior, Adolescent Mental Health Services, Gay
and Lesbian Issues with Adolescents & Adults, Cognitive
Behavioral Therapy in Clinical Social Work Practice, Group
Treatment for Substance Abuse, Progressions in Organizational
Leadership, Macro Level Social Work Practice, Servant Leadership
and Transformational Leadership in Behavioral Health, and Treatment
of Adolescents and Adults with Substance Use Disorders.