Contingency leadership and transformational leadership theories both focus on investigating components of relative climate, which may impact the productivity of administration. They base on other two hypotheses to broaden the examination of the initiative. Accordingly, they are more unbiased and significant than other leadership theories. In a nutshell, these theories aim to research the impact of circumstances on administration and work atmosphere.
The critical component of contingency theory is the circumstances, which incorporate the relationship, task design, and position power among a leader and subordinates. This theory calls attention that the pioneer ought to be as indicated by the diverse natural attributes to change administration and the disposition (Shao et al., 2016). Transformational leadership theory depicts a pioneer as an individual who motivates subordinates to accomplish a higher goal (Fischer, 2017). It expresses four perspectives: charisma, motivation, scholarly incitement, and individuality, which are critical to guide a group (Fischer, 2017). With these components, leaders generally have strong qualities. Along these lines, they can effectively support workers to increase inspiration and improve proficiency.
These approaches are more concentrated on business spheres and might seem less adaptable to care of those who have serious disorders. Nursing practice requires more empathy and less calculation. Nevertheless, healthcare has consistently been a group activity, and it requires efficient teambuilding and communication abilities for medical caretakers to work together adequately with an interprofessional group to address difficulties at work (Fischer, 2017). Considering the financial plan and the best care for patients at the same time is challenging if a nurse is not transformative and flexible. Contingency theory helps nurses stay flexible to the unpredictable situations in clinics. Transformational approach offers to negotiate with other medical personnel members to keep them inspired by the work they perform for patients.
References
Fischer, S. A. (2017). Transformational Leadership in Nursing Education. Nursing Science Quarterly, 30(2), 124–128.
Shao, Z., Feng, Y., & Hu, Q. (2016). Effectiveness of top management support in enterprise systems success: a contingency perspective of fit between leadership style and system life-cycle. European Journal of Information Systems, 25(2), 131–153.