Managing Performance with Transformational Leadership

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Managing Performance with Transformational Leadership
JLB Enterprises is experiencing low employee motivation that has effected their job performance and productivity. This decline is having a negative impact on the company financially.
Conley (2013) explains that there are only three relationships that one can have with their work: a job, a career, or a calling. The differences varying on the degree of job satisfaction, internal motivation, and job performance.
Job satisfaction comes from the attitude that employees have towards their work. There is a close relationship between the degree of satisfaction and the motivation level of employees. Explaining that if there is a lack of motivation in the workplace, it is likely due to a lack of job satisfaction.
Transformational leadership refers to the process of changing the attitudes and assumptions of organization members in hopes of forming commitments to the organization’s mission, objectives and strategies. Corporate culture and strategies empower the employees to participate in the shared process of transforming an organization (Burns, 1978).
Transformational leadership has been proven effective within the organizational framework to accomplish the vision, values, skills, and beliefs through team goals and positive performance (Tebeian, 2012). Transformational leadership was initiated and developed by MacGregor Burns (1978) and Bernard M. Bass (1985) defined it in terms of the leader’s effect on followers. Wherein, they identified four behavioral dimensions: inspirational motivation, idealized influence, intellectual stimulation and individualized consideration. Inspirational motivation articulates a compelling and inspiring vision for the future. Through charismati...

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...ress.
Bellé, N. (2014). Leading to make a difference: A field experiment on the performance effects of transformational leadership, perceived social impact, and public service motivation. Journal Of Public Administration Research & Theory, 24(1), 109-136.
Burns, James M. 1978. Leadership. New York, NY: Harper & Row.
Conley, C. (2013). Leadership. Leader To Leader, 2013(67), 30-35.
Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy Of Management Journal, 55(2), 458-476.
Ţebeian, A. (2012). The impact of motivation through leadership on group performance. Review Of International Comparative Management / Revista De Management Comparat International, 13(2), 313-324.
Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal Of Management, 15(2), 251.

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