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Literature review transformational leadership
Literature review transformational leadership
Literature review of transformational leadership
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Mount Everest, the world’s tallest mountain, sits at an elevation of 29,035 feet and is known best as the “greatest mountain on earth”. Climbing Everest requires not only skill, but great leadership to reach the summit (Dickinson, 2002). The leader chosen must be capable of inspiring strength in ability, creating a vision of success, motivating the team to keep moving forward, and praising each step of the way. Similarly, leading and motivating employees in a culturally declining work environment can be just as challenging as climbing Everest. JLB Enterprises, in 2011, faced such challenges after learning from their annual employee survey that morale and team motivation had decreased resulting in high turnover rates, increased costs, and decreased productivity. Overcoming adversity at JLB Enterprises needed a transformational leader to create change in the work environment, improve culture, and drive productivity. The purpose of this report is to provide insight on how transformational leadership, through idealized influence, inspirational motivation, intellectual stimulation, and individual consideration can create impactful progress on leading JLB Enterprises to a more productive and motivating work environment.
Transformational Leadership Style
Transformational leader’s shape and mold teams on the principles of inspiring change and transforming individuals. Employees want to feel appreciated, be self-directed, improve their skills, and have a desire to live and work in an environment where their voices are heard and internal drive produces results (Emmerich, 2002). The research of Hall, Johnson, Wysocki and Kepner define transformational leadership as “the ability to get people to want to change, to improve, and to ...
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...Dickinson, M. (2002). Everest: triumph and tragedy on the world’s highest peak. New York, NY: HarperCollins .
Emmerich, R. (2002), The 10 commandments of workplace motivation. Occupational Hazards, 64(1), 69-70. Retrieved from https://ehis-ebscohost-com.csuglobal.idm.oclc.org/ehost/detail?sid=9bf5cc1e-eca6-410d-80af-70c6bf577825%40sessionmgr115&vid=3&hid=116&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d
Goleman, D. (2011, October 14). The must-have leadership skill [Blog post]. Retrieved from http://blogs.hbr.org/2011/10/the-must-have-leadership-skill/
Hall, J., Johnson, S., Wysocki, A., & Kepner, K. (2013). Transformational leadership: the transformation of managers and associates. Retrieved from http://edis.ifas.ufl.edu/hr020
Stevens, C. (2010, May 6). Four things employees need from leaders [Blog post]. Retrieved from http://blogs.hbr.org/2010/05/four-things-employees-need/
...selbein and Cohen, “organizations that take the time to teach leadership are far ahead of the competition. By becoming familiar with the transformational leadership approach and combining the four I's, managers can become effective leaders in the business world.” (1999, p. 263). Transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are “transformed” to enhance job performance and help the organization be more productive and successful. All of these leaders have the attributes mentioned here. History will decide the greater impact they had on society as it is being written every day. Therefore, the qualities of transformational leadership make the essence of transformational management and the key to successful management of transformational organizational changes.
Bass, B.M., & Avolio, B.J. (1993). Transformational leadership and organizational culture. Public administration quarterly, 17(1), 112-121.
Givens, R.J. (2008). Transformational leadership: The impact on organizational and personal outcomes. Emerging Leadership Journeys, 1(1), pp. 4-24. Retrieved from http://www.regent.edu/acad/global/publications/elj/issue1/ELJ_V1Is1_Givens.pdf
Wagner, T., Kegan, R., Lahey, L., Lemons, R.W., Garnier, J., Helsing, D., Howell, A., Rasmussen, H. T. (2006). Change Leadership: A Practical Guide to Transforming Our Shcools. San Francisco, CA: Jossey-Bass.
Transformational Leadership can play a role in creating a successful team. It can also be the process that changes and transforms people dealing with emotions, values, ethics, and standards. Transformational Leadership is the process whereby a person engages others and creates a connection that raises the level of motivation and morality in both the leader and the follower (Northhouse , 186). This applies to a team because you always have to be able to connect and motivate others around you while being in a team setting. Also, due to the emphasis of motivation and follower development, this fits the needs of today’s work groups who want to be empowered to succeed at a higher level. This shows how Transformational Leadership is very important within teams to better motivate each person to become better as a whole. Transformational leadership influences followers to reach a point where they thought they couldn’t reach. Mohandas Gandhi is a perfect example of a transformational leader. Gandhi raised the hopes and demands of millions of his people, and in the process he was changing himself as an overall human being.
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead. Emerald Group Publishing.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Transformational Leadership is a style of leadership that has the ability to make change within an organization. This leadership style is new compared to some of the other leadership styles. This style not only changes the organization, it also can change the followers within the organization. Within Transformational leadership the leader identifies change that needs to be made and together the organization thinks of a plan that can execute the change. Support, motivation, and inspiration are key factors of this leadership style that the leader creates within the organization and amongst the followers.
Lim, B., & Ployhart, R. E. (2004). Transformational leadership: Relations to the five-factor model and team performance in typical and maximum contexts. Journal of Applied Psychology, 89, 610-621.
According to McCleskey (2014) over the past 30 years, Transformational Leadership has been “the single most studied and debated idea with the field of leadership” (p. 119). Over the past 20 years, research on transformational leadership has become one of the dominant leadership theories in the organizational sciences (Beng-Chong & Ployhart, 2004). Although there are several reasons for this, perhaps one of the most important is that transformational leadership appears to be extremely important for modern work.
A transformational leader is a leader who will be the catalyst in transforming employee’s work life. In 1 (1978, Burns, J.M) introduced the concept of transformational leadership in which he sited “both the leader and his subordinates encourage and motivate each other” in order to meet the demands and goals of the company. A transformational leader will always stand apart from other leaders because it takes self realisation to be a good leader. A transactional leader can tackle any kind of situation and distribute work and instructions effectively through examples and create to vision that can come to reality. According to 2(Bass and Riggio, 2006) there are four characteristics for a transformational
Transformational leadership, also referred to as (TL) is a theoretical approach that changes the norm of people and social systems. It creates positive and valuable change in its followers with an ultimate goal of transforming them into leaders. In its enhanced form, TL enhances motivation and performance through various its authentic mechanisms. The operations entail connecting the follower with their sense of identity in regard to the mutual interests of an organization. The move challenges followers to own their duties, become inspiring role models, and understand the strongholds and weaknesses of followers. Thus, the leader can align their followers with roles that optimize their performance (Groves
According to Jerald Greenberg (1999) scientist have defined motivations “as the process of arousing, directing and maintaining behavior towards a goal”. The act of arousing is related to the desire and vigor to produce. Directing is the election of behavior, and maintenance is the inclination to behave a certain manner until the desired outcome is met (Greenberg 1999). Much of the motivation theories will be related to the definition provided. All major motivation theory along with the method to successfully motivate your employees will be introduced. The theory and method that a manager may choose to use will depend on the environment and on the individual. There are two types of motivation theories content and process. The Content theories are based on the basic need and drives. The other theories focus on the process by which people are motivated (Auth, 1999).
From this article, I learned the transformational leadership is a more effective method of leadership than the conventional transactional form of leadership that is still prevalent today. Transformational leadership sees followers as ends in themselves and not as a means to some other end that does not have their mutual interests in mind. It becomes my job as a leader to promote the vision and perform with the commitment of all the members of the group. It is good to know that Transformational leadership can be learned, and it should be part of management training and development for every
Transformational style of leadership can have a positive effect on the group. They become role model for the team and demonstrate the standards that they expect from others. Bass (1990)