Importance Of Transformational Leadership

From the dawn of the industrialization era, businesses and organizations have emerged. Many have succeeded and continue to be leaders in their respective business sectors such as Johnson & Johnson, yet others have failed for a number of reasons. What is it then that separates the winners from the losers? Innovative technology, effective strategies, plans, superior customer service among other factors plays a significant role in the success and sustainability of any company or organization. However, at the core of a successful organization there is human resources. Human resources are the most valuable resources an organization possesses. After all, it is the people who are manning the technologies, making plans, implementing strategies and

These leaders are indeed forward-thinking with an emphasis on implementing new ideas and enthusiasm for the future of the organization. They bring about new perspectives and helps others buy into and meet the vision through positive changes. Transformational leaders motivate followers by fostering and encouraging group interest, nevertheless, individual creativity is highly encouraged. These leaders coach and mentor others into developing individual potential. They seek ways in which to resolve conflicts and solve problems, even if it requires challenging the status quo. One key distinction between transactional and transformational leaders is that transformational leaders place a high importance on ethics and moral value and are usually emulated based on these traits. These leaders use integrity and fairness to motivate followers to meet their high expectations rather than directing as transactional leaders do. For these reasons, transformational leadership is more likely to lead to employee’s affective commitment. They inspire, motivate, support and encourage their followers both individually and corporately in an effective manner. Loyalty to organization and leader is almost inevitable with this leadership style if carried out properly. Though both leadership types are considered necessary depending on the

For example, persons with neurotic personalities may not demonstrate their behavior in the interview session, but would inevitably manifest later while working for the company. Neuroticism is characterized by unpleasant and frequent mood swings ranging from hostility, nervousness and annoyance to name a few. These behaviors typically require a situation for them to surface. Four Seasons should not employ this type of person, considering it is a company that prides itself on serving its customers. A person with neurotic tendencies is definitely detrimental to this company and would potentially become bothersome simply with the given nature of the industry. Another example is extraversion. Extraverts are people who are extremely talkative, able to socialize with whomever, not timid and generally assertive. The downfall of people with this personality type in an interview is that the dominant characteristic may lie dormant, thus making it difficult to truly measure within acceptable range. Once hired, this person may focus on power and influence as oppose to focusing strictly on serving the needs of the customers. Conscientiousness and openness may the two that are most difficult to detect in an interview. As Zara (2002) rightly suggested, “If you 're looking for someone who 's extroverted and agreeable, you 'd probably do better meeting him or her. But if it 's conscientiousness and