Hosmern (1995) and Nyhan (2000) note that both true and transformational leadership are authentic when grounded on moral foundations. As such, trust is a component of transformational leadership contains four aspects: idealised influence, inspirational motivation, intellectual stimulation and individualised consideration. As can be seen trust has strong conceptual connections with transformational leadership and its components. In this way, the trusted leadership perspective embraces the act of inspiring others that makes up the transformational approach. In order to inspire and motivate people, trusted leaders that take up managerial positions achieve higher levels of relationship among followers because they articulate a vision (inspirational motivation), show a special concern for people (individualised consideration), and provide a role model for ethical behaviour (idealised influence), among others.
A leader may apply one of these approaches depend on the followers’ personality and task. However, transformational leadership focusing even more on subordinate’s values, ethics, long-term inspirations, and general workplace needs. Leaders should be of good role model and inspires followers to be creative, innovative, and encourage them to perform with high expectation (Holzer and Schwester, 2011, p.336-337). Theory of life cycle leadership is when a leader provides direction and emotional support to the followers taking into consideration their maturity level, in terms of motivation to achieve a task, ability to handle responsibility, education and formal training, and experience, and thus excluding the age factor in this maturity. Holzer and Schwester (2011) also discussed the five basis of power that a leader might possess in order to be effective.
They truly have a vested interest in their followers bettering themselves in order to become more valuable workers. Often, due to their obvious efforts on their team members’ behalf, close relationships are developed as a result. Transformational leaders focus on the behaviors of their group. The leader himself behaves in a specific way in order to motivate his employees to emulate his illustration of how good employees conduct themselves. It is of the utmost importance that a transformational leader has a high level of emotional intelligence.
Idealized influence. Idealized influence includes leaders’ charisma, or their ability to generate strong emotions in followers, and is considered the most important of the four characteristics of transformational leaders (Avolio, Bass, & Jung, 1999). Charismatic leaders are confident in themselves and hold a strong conviction in their beliefs, evoking passion in their followers (Bass, 1985). They many times place the team’s needs before their own, and they guide the organizational culture into the change envisioned (Bass et al., 2003). Bass (1985) suggested that charismatic leadership strongly influences followers, thus positively influencing organizational performance.
When individuals in a position, such as managers use their ability to show enthusiasm, and motivation it helps to encourage individuals to work harder toward meeting their goals. The structure help define the roles and responsibilities of the department, work groups and organization. Organizational structure is a system of tasks and policies that give members and group direction. Having a good organizational structure will lead to a good decision by businesses, for its long term investment goal. Although, it will allow people or groups to work effectively together while developing hard work ethics and attitudes.
Meanwhile leadership is identified as the process of persuading a group of people in organisation to reach its goal. Generally speaking, the character of a leadership plays a substantial role in managing conflicts in an organisation. This is because through good leadership, managers can often inspire, motivate, and direct employees to reach organisation goals. Based on Robins et al. (2012) the latest contemporary view of a leadership quality that leaders should have are as following.
It will be challenging for leaders at the time to accomplish this goal, however, it is on the leader which approach they would choose to accolade or add enhancement in the work setting to ensure nothing is missing from the management location. As to ensure such as the subordinates are doing what they suppose to it is advised through this theory for a leader to add the reward system in the workplace, and providing tools and objectives in the workplace too so the subordinates reach the given
A leader must have range of skills, strategies and techniques which will allow planning of strong communication, interpersonal skills and awareness of the wider environment to be applied within which team will operate. Awareness of the organization vision provides direction that must be followed by employees within the organization. A leader should be required to provide organisational meaning and purpose of a team by creating a vision, setting practical objectives and communicating the organisational vision. The organisational sheared vision must be inspired by involving team in setting objectives and communicating progress and celebrating achievements. Teams environment must ... ... middle of paper ... ...ting priority on team member and helping employees understand sufficient organizational values to help them decide better.
Whether your style is task related or relationship oriented, the task of motivating employees is the most important part of your job. First, let’s identify what most leadership styles are based on. They are based on a person’s views, values, past leadership experiences, learning abilities, and cultural environment. However, in order to achieve the goals of the organization and motivate the employees the leader must remember some key factors in motivating: 7.1 Motivating Approaches Develop approaches to motivate your employees and communicate the task. Employees can see when you are passionate and when your passion comes across in explaining the assignment they will understand the purpose.
They focus on following and implementing processes. o Leaders seek to challenge the process in order to improve productivity and way of doing things. - Project managers control whereas, leaders motive and inspire o Project managers tend to seek control with a strong focus on implementing processes (i.e. deliverables, schedule, scheduled work assignments, milestones, etc.). Successful managers, do however practice leadership process in terms of inspiring and motivating the team.