In 1967, Serge Kamf started a company called the “société pour la gestion et le traitement de l’information”, also known as Sogeti (Srivastara et al., 2014). Sogeti is an information technology consulting company that provides services including software development and testing, business analytics, product management, and more. By 2010, Sogeti was an international company with 20,000 employees and 200 locations (Srivastara et al., 2014). Despite the importance of teamwork in Sogeti’s work culture, the company was getting too large and disconnected for effective cross-company collaborations. In 2008, Luc-Francois, the CEO at the time, decided that Sogeti needed to undergo a transformation to prepare it for the future. After numerous discussions and brainstorming sessions, the team of leaders at Sogeti came up with TeamPark, a social platform software that would virtually connect Sogeti employees around the world. In this paper, we will analyze the strategies and leadership skills practiced by the Sogeti TeamPark leaders that revolutionized a company. The need for additional leadership strategies resulting from the transition …show more content…
It is concerned with emotions, values, ethics, standards, and long-term goals. It motivates a form of intelligence that moves followers to accomplish more of what is expected of them. (Northouse, 2016, pg.161). Transformational leadership can be used to influence people on a one to one level or to influence whole organizations and cultures. There’s a difference between transformational leadership and transactional leadership. Transactional leadership focuses more on leaders that uses gimmicks or promotions to get their followers to do certain things that they want. Transformational leadership, on the other hand, focuses more on connecting leaders with followers or employees to motivate and help them reach their full
Bateman, T.S. & Snell, S.A. (2009). Management: Leading and Collaborating in The Competitive World, New York, New York: McGraw Hill Companies. (p. 101)
According to (Burns), “transformational leadership can be seen when "leaders and followers make each other to advance to a higher level of moral and motivation." the strength of the vision, transformational leaders are get followers to get their expectations, and motivations to work and achive their goals.
Transformational leadership can be defined as causing a change in individual and social system. Besides, transformational leaders usually connect follower’s aspirational with the organizational goal and persuade the followers to achieve the organizational goals to satisfy themselves (Tauber, 2012).
This aspect of leadership views leaders as change agents. Meaning that they provide the company with a shared vision for employees to strive for. They encourage employees to experiment and try new things to better the company for the future. Lizzie’s owner, is very open to new ideas from her employees and provides opportunities for her employees to have their voices heard. Transformational leadership’s four main aspects are, “develop and communicate a strategic vision, model the vision, encourage experimentation, and build commitment to the vision.” (Learnsmart) These terms are all used by Lizzie’s.
The difference between transactional leadership and transformational leadership is that transactional leadership refers to the purposes of each party in economic, political, or psychological ways. On the other hand, transformational leadership reflects a relationship in which leaders and followers engage with one another through a shared purpose in a ways that transform their motivation, conduct, and ethical aspiration and it goes beyond benefits that accrue to each individual through social exchange.
Transformational leadership is an extension of transactional leadership. Organization should maintain base of transactional leadership while moving their organizational culture towards one of Transformational qualities.
Transactional leadership focuses on the concept of exchanging rewards or punishment between the leader and his or her followers. For instance, if a follower accomplishes a goal, the leader may praise the follower with a pay raise or bonus. While, transformational leadership is designed around the process of both the leader and followers working together to increase motivation and morality within the group. When these two forms of leadership are combined in one organization they may have a positive impact on the organization and its employees. The leader and followers
Teams were composed of a leader, two guides, the eight clients, a lead Sherpa, and seven climbing Sherpas. Corporations are increasingly trading in their typical hierarchical dynamic for a team-oriented one, as th...
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.
Organizations falter for a variety of reasons: ineffective CEO’s, meager vision, atrocious execution, and insufficient financing. One of the causes of these shortcomings is poor leadership, and this is not the case with Mark Zuckerberg at Facebook. His vision for Facebook is simple: be the company others emulate for social networking; he wants Facebook to transform the way we connect. Zuckerberg’s passion, vision, and teamwork created a company originated in his college dorm room to a business worth more than $200 billion. This paper explores the unconventional cultural approach at Facebook, considers best practices and actions of dynamic cultures, provides two examples of best practices for leaders in team development and communication, examines methods used to align teams with organizational visions, and explains actions that built and fostered team development and teamwork. I believe Mark Zuckerberg developed an atmosphere of collaboration at Facebook
In Allen, Smith, & Da-Silva et.al. S described successful organizational change with transformational leadership style. Both proffered that a transformational leader doesn’t require being charismatic. However, be assertive, and ready for an organizational creativity, (2013, P. 24 & 25). In Gamble & Gamble et al. both transformational credit leadership as a role model for change, because as a transformational leader, you embark on influencing follower to try new thing, (2013,
“Human beings have always functioned in face-to-face groups. While the use of teams is on the rise the Wall Street Journal reports that two-thirds of American companies employ them – the face to face aspect of normal working relationships is changing. Electronic communication and digital technologies give people a historically unprecedented ability to work together at a distance.” (Lipnack, J., & Stamps, J., 1997).
Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s goals and objectives. Besides, idealised influence, inspirational motivation, intellectual stimulatio...
Whether or not a company is attains acclaimed success lies not in the fact that it spends huge amounts of money on Research and Development, rather, and as stated by Bauer and Erdogan (2010), success is determined principally by the people within hat specific organization; they are the assets whose output resonates wit he company’s success. However, while this is an established fact, it is also important to state that both the organization and the people who constitute it mutual impact arriving at collective success. Therefore, as Bauer & Erdogan (2010) continue to assert, it is necessary to understand how people relate at work both at the individual and group levels, and how the organization is impacted by this interrelationship. This is what Bauer & Erdogan (2010), define as organizational behavior. It informs on what is wrong, and what is correct; essentially assisting one as an employee become ore engaged in work. Leadership or governance is one of the constituent components of organizational behavior. More often than not, it is usually associated with power, ethos, and cultural inclinations of the organization. This paper seeks to examine in-depth, management problems associated with leadership and governance at Hewlett-Packard and how it impacts on the company’s organizational culture and behavior.
Organizations use teamwork because it increases productivity. This concept was used in corporations as early as the 1920s, but it has become increasingly important in recent years as employ...