Transformative leader presence can create positive and valuable change in the project teams by focusing beyond the immediate interests in identifying and creating the necessary vision for organizational performance (Cameron et al., 2022). Moreover, transformative leaders are obligated to consistently engage the project team, employ mindfulness, and create an environment that can sustainably support the practice change. Furthermore,The leader can engage project team members by integrating a care plan method into the leadership competencies.
The care plan method consists of assessment, diagnosis, outcomes and planning, implementation, and evaluation. As a result, the essay will utilize the care plan method to examine how leaders can employ leadership competencies in engaging employees, apply mindfulness to lead project teams, and influence an environment that can sustain practice change (Transformative Leader Presence).
Engage the project team through leadership competencies.
I can engage the project team by first employing critical thinking skills to assess and collect data about the project team’s needs and progress (Cameron et al., 2022). Then, employ analytical and problem-solving skills to diagnose the issues affecting project teams. I can then use the outcomes of the diagnosis to plan and develop smart goals that can be used to drive transformation and positive change plan results. Consequently, I can also employ effective communication skills to encourage the implementation of the identified project goals(Transformative Leader Presence).
Moreover, establishing two-way communication through regular meetings is vital to listen and address issues raised by the project team members (Jankelová & Joniaková, 2021). The need for teamwork and collaboration should be communicated throughout the project implementation to enhance alignment with the project goals. After implementation, I opt to evaluate the project outcomes to ascertain meeting the desired goals.Consequently, I opt to employ effective communication and recognize the performance of team members through rewards, including highlighting the measures to improve on the shortcomings (Transformative Leader Presence).
Use mindfulness as a component of emotional intelligence to lead the project team.
Mindfulness involves focusing on self-awareness about the present moment experiences. It is a form of meditation, which allow individuals to productively manage their emotions and thoughts without being caught in them (Ruiz‐Fernández et al., 2020). In this case, I can employ mindfulness to lead project teams by listening deeply and thinking critically about the project teams’ issues as they express themselves.
Consequently, this can help assess the team members’ issues and diagnose the problem by collecting relevant information through surveys that can be used to improve the team’s performance. I can establish a connection with the team members by expressing an open attitude to allow them to express their views openly (Cameron et al., 2022). I can also promote open-mindedness during deliberations to ensure that the established project goals align with employee and organizational needs(Transformative Leader Presence).
Moreover, Ruiz‐Fernández et al. (2020) explain that compassion and non-judgmental awareness would be crucial in influencing the team members to implement the project goals. Compassion promotes collaboration and empathy, to enhance the employees’ resilience in achieving the project goals. Finally, I can evaluate and express gratitude by rewarding the project teams’ performance (Cameron et al., 2022). As a transformational leader, gratitude will help me balance the success and downfalls of the team members while recognizing their efforts in achieving the milestones (Transformative Leader Presence).
Influence an environment that will sustain the practice change (Transformative Leader Presence).
Cameron et al. (2022) observe that a transformational leader can create an environment that can sustain change by assessing the context of the practice change to understand its nature and potential issues that may arise during the change process. The assessment can succeed by establishing open communication channels that allow employees to openly express their views and suggest recommendations for improving the practice change (Jankelová & Joniaková, 2021)(Transformative Leader Presence).
The leader should analyze the assessment results to identify common aspects that can be integrated into the practice change to enhance the clarity of the change vision. Moreover, the environment should incorporate opportunities for smaller change and develop employee skills through mentorship and training programs to ensure they are competent to implement practice change goals (Cameron et al., 2022). Therefore, a suitable environment that can sustain a practice change should allow open communication, clarity of vision, and employee development to ensure the success of the change practice.
Consistent engagement of employees, being mindful of project team members, and establishing open communication, clarity of vision, and employee development programs can help transformational leaders succeed in practice change implementation. The leaders can employ competencies like analytical and problem-solving skills, effective communication, the ability to drive teamwork, and recognize employee performance to maximize engagement with project teams(Transformative Leader Presence).
They can also employ mindfulness through critical thinking, open-mindedness, compassion, and gratitude to project team members. Lastly, they can create an environment to sustain practice change by establishing open communication, clarity of vision, and employee development programs. Thus, the success of a practice change depends on the leaders’ mindfulness and ability to effectively engage employees(Transformative Leader Presence).
Cameron, K. S., Quinn, R. E., & DeGraff, J. T. (2022). Competing values leadership. (3rd ed.). United Kingdom: Edward Elgar Publishing.
Jankelová, N., & Joniaková, Z. (2021, March). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. Healthcare, Vol. 9, No. 3, p. 346. MDPI. https://doi.org/10.3390/healthcare9030346
Ruiz‐Fernández, M. D., Ortíz‐Amo, R., Ortega‐Galán, Á. M., Ibáñez‐Masero, O., Rodríguez‐Salvador, M. D. M., & Ramos‐Pichardo, J. D. (2020). Mindfulness therapies on health professionals. International Journal of Mental Health Nursing, 29(2), 127-140. https://doi.org/10.1111/inm.12652