The old system of management has undergone many changes within the last century. An employee once performed the assigned job duties during the allotted hours and then went home. Now employees are encouraged to grow, give input, and to contribute for the good of the organization. There is a plethora of information for leaders to learn why and how to grow personally thus allowing the organization to grow as well. This new emerging leader is a transformational leader. Transformational leadership focuses on what the leader can accomplish instead of his personal characteristics and how his relationship with others. This leader “helps to bring about major, positive changes by moving group members beyond their self-interests and toward the good of the group, organization, or society (Dubrin, 2007, p. 84). The essence of this leader is to develop and transform people. 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 ... ... middle of paper ... ...ip. Works Cited Bennis, W. & Nanus, B. (1985). Leaders: The Strategies for taking charge. New York: Harper Row. Dubrin, A. J. (2007). Charismatic and transformational leadership. In Leadership: Research findings, practice, and skills (5th ed., pp. 83-98). Boston, NY: Houghton Mifflin Company. Byrne, J. A. (1998, June 8). How Jack Welch runs GE. Business Week. Retrieved from http://www.businessweek.com/1998/23/b3581001.htm Kotter, J. P. (1995). Eight steps for change. Retrieved from http://dynamicsofhr.wordpress.com/2009/11/08/kotters-8-steps-for-change/ Tichy, N., & Devanna, M. (1986). The transformational Leader. New York: Wiley. Toribio, C. T., & Hernandez, R. G. (2011). Coping with resistance to change in organizations (Unpublished masters thesis). Linnaeus University, Sweden. Retrieved from http://lnu.diva-portal.org/smash/record.jsf?pid=diva2:425506
...selbein and Cohen, “organizations that take the time to teach leadership are far ahead of the competition. By becoming familiar with the transformational leadership approach and combining the four I's, managers can become effective leaders in the business world.” (1999, p. 263). Transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are “transformed” to enhance job performance and help the organization be more productive and successful. All of these leaders have the attributes mentioned here. History will decide the greater impact they had on society as it is being written every day. Therefore, the qualities of transformational leadership make the essence of transformational management and the key to successful management of transformational organizational changes.
Transformational leadership is defined as a “process whereby a person engages with others and creates a connection that raises
Transformational leadership focuses on increasing employee motivation and engagement and attempts to link employees' sense of self with organizational values. This leadership style emphasizes leading by example, so followers can identify with the leader's vision and values.
Transformational leadership is the optimal style for a leader in an organization to have due mainly to its prominent characteristics such as being influential, innovative, motivating, proactive, and having the ability to both responsibly and reasonably delegate tasks. These aspects specific to the style of transformational leadership are essential to positive organizational function, environment, and advancement because they are characteristics that all hold power and constructive properties individually. When combined they are significantly capable of producing progress, change, and a healthy organizational environment.
Transformational Leadership is a leader ability to evoke change in people and ideas. I believe that transformational leaders work to transform people into leaders for the future.
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.
Pearson, C.S. (2012). Transforming leader: New approaches to leadership for the twenty-first century. Williston, VT: Berrett-Koehler Publishers. Retrieved from http://0-site.ebrary.com.catalog.lib.cmich.edu/lib/cmich/docDetail.action?docID=10562061
Transformational Leadership and Adaptive Leadership theory will be discussed in relation to IT governance. De Haes, Van Grembergen and Debreceny (2013) formulate the main ideas of IT governance have only been around 20 years, but, the amount of literature is copious and is still providing a prolific amounts of current documentation. Both Transformational Leadership and Adaptive Leadership represent appropriate and critical leadership styles for organizations that strive to keep the pace of continuous technological advancements and that are focused on the rapid adoption of new business concepts and process improvements (Xenikou & Simosi, 2006). The specific benefits and problems associated with each leadership style have organizational opportunities and difficulties. The timing of each leadership style when applied requires timing and cooperation. Yet they both have similar operational goals, to improve the processes of IT governance using the innate strengths of each leadership style for the betterment of the organization. Knowing the strengths of each leadership style facilitate implementation, mastering the pitfalls of each leadership style improves metacognitive understanding of the risks and weaknesses involved in the process.
Organizational Leadership and Inter-Professional Team Development Camron Love Western Governors University Organizational leadership According to Fryer (2011), leadership is a critical element in an organization owing to its ability to infuse values, accord transformation, and evoke purpose. In healthcare, the type of leadership would play a key role in shaping the decisions of the hospital in regard to patient care, quality of services offered, and the type of interventions. One of the critical features of organizational leadership is the combination of the processes and proximal outcomes characterized by employee commitment. These processes contribute to the realization of the purpose of an organization.
Transformational leadership is considered among the recent and most used approach that gives more attention to appealing and moving elements of leadership. It fits the needs of current work groups who, in periods of uncertainty, want to be motivated and empowered for them to succeed. It can be defined as a process that modifies and renovates people (Northouse, 2010). This type of leadership raises motivation as well as morality of both leaders and subordinates to higher lev...
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.
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead. Emerald Group Publishing.
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
This type of leadership shows to be effective and beneficial for all types of organizations. An article written on transformational leadership defines the quality of this type of leader as one who “helps clarify organizational vision; empowers employees and actively encourages them to take risks; advocates the seeking of alternative solutions to workplace challenges and inspires employees to attain objectives” (Transformational Leadership: The impact of its behaviors on manufacturing strategy,
A transformational leader is someone who transforms the group. The transformation leader knows exactly how to motivate the followers to achieve success. The transformational leader uses their willpowers to persuade the team to do things and has mastered the art of convincing people and encouraging the staff to cooperate and promote teamwork. A transformational leader is someone who inspires, motivates followers to high levels of performances, and, in the process, may help develop their leadership potential. Praise and encouragement are merely the tools of a transformational leader in gaining the trust and confidence of the