Analysis of Issues
After the interview with Ms. Howland, it was realized that this is not an ordinary leader. Although her function does require her to demonstrate elements of transactional leadership during the conduct of an average day in her work environment, it became obvious that there was more to her leadership style. Ms. Howland demonstrated the use of transformational leadership as a way of motivating and inspiring her team and those around her. Throughout her nine years at Crescent Point Energy, Ms. Howland has been the driving force behind many changes during the company’s evolution from a small to intermediate player in the conventional oil and gas sector. From her position within the Accounting Department, the company’s growth and her vision for the future was used to gather resources and sell a vision to upper management as well as her peers and subordinates within the corporation. With that said, it will be shown that selling the vision to upper management was only the first step in the direction towards a new vision and corresponding behaviours across her department.
Ms. Howland demonstrated her transformational leadership during the planning, execution, and implementation of a new accounting system. She was the project manager, tasked with ensuring the successful conversion from Ultimus, the company’s old system conversion program, to ADP, an automatic data processing program that takes advantage of electronic invoicing, allowing vendors to automatically and electronically load invoices into Crescent Point’s accounting system. The process of integrating a new accounting software requires that the leader adheres to a transformational approach, based on their personality and ability to make a difference through examp...
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...nting system, to a promotion style that adheres to different personality types and the retention of skilled employees. Ms. Howland has also demonstrated transformational leadership in the way she rewards subordinates, allowing them the autonomy and self-empowerment to select their own rewards. This has been shown to intellectually stimulate employees, which in turn will increase their motivation and productivity within the organization. By dedicating herself to the small details of the organization Ms. Howland has, through causal sequence, augmented the organizational culture of Crescent Point. The culture that she has fostered relies on organizational cohesion, which has allowed her department to detect market fluctuations early. As a result, Ms. Howland and her department have been able to remain highly productive and successful within a commodity driven industry.
The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum.
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.
The authors state that the leadership is vital for any change in an organization. Though, the key begins with Defining the Vision. Perhaps, the ability to implement them rapidly and efficiently for the best result in terms of values, cost and time which described under Mobilizing, Catalyzing, Steering and Delivering. Here is the list of ten keys to Successful change
Wagner, T., Kegan, R., Lahey, L., Lemons, R.W., Garnier, J., Helsing, D., Howell, A., Rasmussen, H. T. (2006). Change Leadership: A Practical Guide to Transforming Our Shcools. San Francisco, CA: Jossey-Bass.
The goal of this study is to stipulate that store level transformational leadership impacts service employees’ customer orientation through supervisor and coworker support; and looks at the possibility of how customer orientation leads to positive service experienced by customer’s and perceived employee service performance.
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.
Change is when a person does not follow their everyday routine. They may want to try something different, or be forced to. Change can be for the good and the bad. Places can deal with change ranging from the weather, to the animals present, or the seasons changing. Also, objects can deal with change too. Objects like an iceberg can start to melt, or a forest fire can kill many trees in an area. As a human, we are the ones deciding on change. We are in a position to make big decisions and possibly even become a leader in order for change to happen. If one person starts to change, others will follow and hopefully, the change benefits all.
This case study demonstrates a young woman leader, Toby Johnson, who used to serve in the military as a pilot and attended Harvard Business School, joined PepsiCo’s Leadership Development Program (LDP), and was working in the management team at the Williamsport plant. She determined to forge ahead, and led the plant to achieve the Level 3 CI and also won the Doolin Award, which the Williamsport plant had never achieved before. The problem that Johnson encounters currently is that if the plant should continue to forge ahead and achieve the ultimate Level 4 CI, which will cost huge amount of money and efforts with the risk of her sudden leave of plant.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Certainly, an army would not be able to battle in the war without a commander who in charges of the whole strategy. Correspondingly, any organisations cannot function without leaders. Leader is the most substantial element of successful organizations. Becoming outstanding leaders, leadership skill is vital in order to drive the organizations forward. Several leadership principles are extensively used these days. Burns (1978) identified two types of leadership comprise of transactional and transformational leadership. Hence, leaders should be capable to indicate which theory should be applied in accordance with organization’s culture and objectives. This essay aims to evaluate the resemblances and the differences between transactional and transformational leadership as well as the feasibility to utilize a mixture of them by giving the definitions and examples followed by the supporting researches and studies.
From the first day of class in August 2016, I have been apart of theCrew and through my love of the organization, I have had the pleasure of being a team mentor and now the Director of Operations.My favorite part of theCrew is that you not only do you make a positive impact on your student organization but to the entire campus community. I love making faculty, staff, students and visitors days just a bit brighter. During fall break in 2016, I had the chance to go on Leadership Adventures which opened up my eyes to how transformative Leadership development can be. I left the retreat feeling proud and confident in my newfound abilities. Leadership Adventures was an amazing opportunity that has had perfect timing in my life. So in the fall of
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
These viewpoints of FMC Aberdeen and FMC Green River will try to incorporate alternative methods that will help leverage their employees’ abilities and implement new methodologies that both organizations could use to reinforce their managerial approaches. In these case these two FMCs’ is not of the same because one organization is rare in that its management is minimized for most of the work is done by self-directed work teams and the other is larger, older, in a different industry, and unionized. Although their missions will vary by their industry, values will dictate the way in which the mission is achieved. And for them to use these new methods, leadership has to set the whole change process in motion, because leadership...
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 ...
This class and this project have made me realize that I want a company that is more dynamic, more flexible, more willing to embrace change. I have learned about change, especially the continuing need for constructive change in most every organization. I have also learned a very valuable lesson about employee commitment and morale. If employees are indeed an organization's best assets, then special care needs to be taken to safeguard and strengthen the employee-company relation. If morale and commitment are affected, it is almost impossible to correct the damage. I will work hard to promote a positive culture in which employees feel that they are heard, valued, respected, recognized, and rewarded.