Unrealistic Work Culture

The third weakness of creating an unrealistic work culture relates because in relationship/transformational leadership, Idealized influence among these leaders can result in forming a specific belief among employees toward those leaders and leaders can easily transmit their inspirational motivation to them (Hayati, Charkhabi, & Naami, 2014). Excessive enthusiasm can become a negative for staff and leave people questioning whether the goals that are set can really be accomplished. This can be problematic because issues can arise that may lower the morale of employees that may be out of my control as a leader. An example would be, an organization wide pay cut or layoffs. As a transformational leader my inclination will be to continue to try to inspire and lead my staff in a positive and charismatic way. I will continue to try to have them feed off of and model my enthusiastic behavior. They may do this to get along and keep their positions but inside they may feel discouraged. If the environment were to continue that way ultimately the staff could become emotionally exhausted and disgruntled but keep up the appearance because that is my expectation as a leader.

c. Recommend three theory-based

Transformational leaders develop well connected relationships with their staff. When you have close relationships with your staff and get to know them this allows you insight to how they learn and how they like to be motivated. You can tailor the motivation you provide to them as an individual to be specific to something that may drive them. Developing a personalized approach to deal with everyone will help better understand each member of my staff and identify what they may need from me as a leader. I will also have better insight into what motivates them and maybe what they are passionate about and how to best use their talents in the workplace given their