Transformational Leadership Analysis

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Transformational leadership is the most popular leadership style today. It is an engaging leadership style that creates results based on motivating followers to reach their highest potential. One of the Disney executives believes that: “The actions of one leader, multiplied by thousands of leaders, can reshape a culture. True leaders create an environment that inspires and motivates everyone with whom they come in contact… whether they be employee, peers, or even their own bosses” (Taylor, C., Wheatley-Lovoy, C., 1998, pg. ). By definition, transformational leadership is a process that changes and transforms people (Northouse, 2013). This style of leadership asks the employees of the organization to take an active role in the business process and management staff is described as being charismatic and visionary. Northouse (2013) reports that Downton (1973) was the first to identify the transformational leadership style. This leadership model can be used to describe a range of leadership styles that influence people, from very specific one on one goals to broad goals that affect an organization. It is important to remember that even though the leader plays an important role of envisioning the change, followers and leaders are bound together in the transformation process (Northouse, 2013). James Macgregor Burns (1978) further defines the model by breaking it into two styles of leadership: transactional and transformational. Transactional leadership is the type of leadership that is “this for that.” For example, a mother wants her son to clean his room and in return she is going to buy him a video game. This type of leadership is easy for people to understand and therefore is easy to execute, but the long-term effects a... ... middle of paper ... ... or student enrollment. The recognition techniques that I have used are email, a jar where people can give each other positive feedback, and sending a thank you note. In the future, I plan to implement the following strategies: • Give people a purpose, not just a job (Cockerell, 2008). It is imperative that employees understand the vision and mission statements of the organization and carry it out because they want to, not because they have to. • Knowing how to hire, promote, and mentor your staff (Cockerell, 2008). It is crucial to know what characteristics a candidate should have and to select the best person by their talent, not by their résumé. Remember marketing cannot benefit the company as much as having people be your brand. It is not a part of my job to hire or fire any of the staff. However, I do want to mentor the staff on leadership and marketing.
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