Transactional Leadership Theory Of Medical Error

Medical error is the failure of a planned action to be completed as intended or the use of a wrong plan to achieve an aim (AHRQ, 2000); whether or not it is evident or harmful to the patient. Medical errors can occur anywhere in the health care system. They can occur in hospitals as well as in outpatient settings.
Hospital medical errors can involve medicines (e.g., wrong drug, wrong dose, bad combination), an inaccurate or incomplete diagnosis, equipment malfunction, surgical mistakes, or laboratory errors. High medical error rates with serious consequences occurs in intensive care units, operating rooms, and emergency departments; but, serious errors that harmed patients may have prevented or minimized. Understand the nature of the error

A report done by the Institute of Medicine (IOM) estimates a cost of approximately $37.6 billion dollars every year associated to medical errors occurring in in-patient settings or hospitals (AHRQ, 2000).
Nurse managers are responsible for nurse performance and retention, and the manager’s leadership style is critical to the achievement of these outcomes (McGuire & Kennerly, 2006). Transformational and Transactional leadership theory are two leadership styles that have attracted the interest of many researchers. An analysis of these two leadership models will identify strengths and weaknesses of both theories in relation to Hospital medical errors.
Borkowski (2015) distinguished between transactional leadership and transformational leadership by explaining that: transactional leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates throw consideration of performance and reward. And, Transformational leadership, contrasting transactional leadership, is directed toward the influence and management of institutional change and innovation through revitalization and