Sharma and Jain (2013) states that “While leadership is learned, a leader's skills and knowledge can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique” (Sharma and Jain, 2013).
A leader might have learned the skills (figure 1.1) by interacting with followers, but his traits will often play a significant role in determining how he interacts. Hence a transformational leader who has empathy will make a better leader than a transactional leader who thinks the followers are simply there to accomplish his commands (Sharma and Jain, 2013).
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Transformational leaders are capable of outlining and articulating a vision for his or her organizations and their leadership style can have an impact on or “remodel” character-degree variables inclusive of growing motivation and employer-stage variables, inclusive of mediating conflict amongst groups. Transformational leadership has prominent impact on followers and organizational results consisting of employee satisfaction and overall performance. Higher ranges of transformational leadership had been resulted in enhancing the organization’s potency (Nanjundeswaraswamy and Swamy, …show more content…
Many scholars have provided with sources determining the means to be a successful transformational leader.
A transformational leader use methods that focus on helping his subordinates grow into leaders themselves, “acts as a role model to inspire, challenge and motivate team members. Transformational leaders encourage followers to think creatively and find new ways to solve problems. By learning to master their own self-confidence and motivation, leaders develop skills to promote the development of others” (Rawat, 2015).
Transformational leaders normally focus on the moral and ethical results of decisions. To develop this skill and practice how to lead others to “challenge assumptions, take risks and foster innovation, participants experiment with techniques that examine questions from another perspective” (Hooper and Potter, 2000).
“To be seen as a role model for ethical conduct and achieve respect in the organization, it is important to establishing confidence” (Nanjundeswaraswamy and Swamy, 2014). It is essential to identify one or two historic world leaders who influence oneself and study why these leaders were able to impact others. Accordingly get inspired by those leaders and adopt their qualities to one’s
...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.
Transformational leaders exhibit personal and professional qualities that other want to emulate and follow. These leaders advance the mission in combative environments. Transformational leaders propel the growth of the team through communication. Finally, transformational leaders leave a legacy that instills pride, moral, and determination for future success.
This model has been used over decades in research to chime in on the importance of knowing the behavior of leader’s and their effect on those who work for them. According to Brymer and Gray (2006), effective transformational leadership ensures a supportive culture and does not require boundaries and guidance. The concept of transformational leadership was created to bring together leaders and those who work for them, which in turn impact those in whom they serve because their personality is viewed in a positive
“..the transformational leader articulates the vision in a clear and appealing manner, explains how to attain the vision, acts confidently and optimistically, expresses confidence in the followers, emphasizes values with symbolic actions, leads by example, and empowers followers to achieve the vision (Yukl, 2002)
Transformational leadership describes a leader moving followers beyond immediate self-interests through idealized influence (charisma), inspiration motivation, intellectual stimulation, or individualized consideration. Transformational leaders are change agents. They influence the mission and objectives to make way for a brighter future for the organization. Followers are motivated to do more than is originally expected because of their feelings of trust and respect for the leader.
This is where transformational leaders excel in their roles as motivators and change agents; however, one characteristic that resonates most with followers is the leader’s ability to define vision and mission. Ballou (2015) used the analogy of an orchestra conductor possessing the musical score that provides the details for every participant in the ensemble. The ability of the leader to bring clarity to the vision enables followers to understand the ‘why’ of their hard work. While seemingly autocratic, followers accept direction from transformational leaders because they demonstrate selflessness and are most interested in the team’s success, not their own. These highly regarded traits can alleviate tension in diverse groups by focusing on the vision, not individual differences. While there are similarities between the servant and transformational leader, there are important differences as well. In the book, The Leadership Challenge (2002, p. 153), the authors suggested that transformational leadership affects not only the followers, but the leader as well, by raising each other to achieve the higher purposes of motivation and morality. Another vital component of transformational leadership is the fostering of participation when making decisions. It is never the intention of the leader to inject his or her opinion, especially at the onset of the process. This ability allows followers to arrive at consensus by encouraging team participation, which invites involvement and buy-in of the vision, while decreasing the likelihood of inter-team conflict. The true transformational leader inspires the team because they have achieved a high level of self-actualization, which allows them to encourage and recognize the achievements of others without feeling threatened. When followers are fortunate enough to be led by a transformational
Bass (1990) states that transformational leadership is identified by different patterns of behavior. Firstly , transformational leadership delivers the charisma to be a leader in order to gain respect and trust. Secondly, the characteristics of a leader show efforts to change a purpose of the transformation process and to effectively communicate. Finally, transformational leadership proposes that leaders treat employees individually to show them attention and provide them coaching and advice to show that you care about your employees. However, Wang and Howell (2010) claim that transformational leadership is in every individual.This means an individual can develop their potential to enhance their abilities and skills to improve and overcome any weaknesses. In relation to group work transformational leadership helps to grow common values and beliefs, and to inspire group members to reach their group goals. In this type of situation, leaders treat equally towards members and to make them feel comfortable. However, on occasions problems occur during team work which puts a leader into a situation to overcome the condition. For example, if one of my team members has no belief in me to lead the group, my attitude towards the group and the member will change as they have shown a lack of confidence and interest in teamwork. According to Novicevic, Harvey, Buckley, Brown & Evans (2006) explains that authentic leadership is when a leader shows their individual responsibility in what they were responsible for in their organization. Novicevic, Harvey, Buckley, Brown & Evans (2006) discusses a particular style of leadership which is the matrix of executive leadership. This style of leadership occurs when a leader has lost confidence in them self. The
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.
Leaders will act as role models to inspire their followers. Besides, the leader will challenge the followers to take a greater ownership of their work. Transformational leaders normally understand follower’s strength and weakness so that the leader will not affect their performance when allocating task for them. Nevertheless, transformational leadership can inspire or motivate followers to achieve a better result compared to originally planned (Mihhailova, 2014).
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Transformational leadership theory conceptualized in the late 1970’s, proposed that leaders could motivate followers through shared vision and mutual interest to uplift the entire organization to a higher morality (Burns, 1978). Morality was defined as leaders and followers working together to fulfill organizational goals and achieve higher performances within a context of change and innovation. Leaders would surpass their own self-interest, in order to, foresee, foster, and indoctrinate a new organizational vision to their followers. Bass operationalized Burns’ seminal work into a leadership model to better indentify transformational leadership characteristics. The model emphasized four dimensions such as idealized influence, inspirational motivation, intellectual stimulation and individualized consideration in order to achieve success.
Transformational leaders want individuals to make a positive change in their lives and try to help people apply a positive change on a daily basis. The leaders do this by implementing individual considerations which, according to Kendrick (2011), “treats each follower as a unique contributor and provides coaching, mentoring, feedback and growth opportunities.” This makes such an impact on people because each individual is getting different mentoring, feedback, and growth opportunities due to their unique personality. It is very important for each person to have this because everyone has a different learning ability and motivation. This helps each individual with their own distinctive endeavor.
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
Transformational leaders birth new transformational leaders. Followers themselves become transformational leaders and a journey of extra mile partnership started.
Transformational leaders are needed to transform low performing organizations to acceptable to high performance. At other times, the leader is expected to move an organization from a crisis. In order to accomplish these tasks, the leader must overhaul the organization culture or subculture. This task is accomplished by nine ways of transforming others: 1. Raise others awareness. The leader makes others aware of the rewards and how to achieve them, i.e. pride in the job or financial incentives. 2. Help others look beyond self-interest. The transformational leader helps others to look at the “big picture” by describing an entire scenario, i.e. if we hire more employees to do x, we will have to make cuts in other areas. 3. Help people find self-fulfillment. The leader helps others not to focus on minor satisfactions, i.e. getting a job done before the deadline ...