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Transformational Leadership
Transformational leadership is a leadership approach which is mainly focused on a leader’s attention to charisma as well as affective elements of leadership. It’s a process that mainly involves changing or transforming people by creating influence with the help of irrefutable values, ethics, emotions and goals. Transformational leadership is often defined as a form of leadership approach that causes change in individuals and social systems. In essence, it creates valuable and positive change with the main objective of transforming followers into leaders (Northouse, 2012).
When enacted in its authentic form, this form of leadership improves the motivation, morale or self-confidence, as well as the performance of followers through diverse mechanisms. For instance, by evoking emotions which cause followers to identify with the leader; this can be achieved by stirring appeals through quitter methods like coaching, mentoring, role modeling, instilling competence, as well as communicating high expectations. It goes without mentioning that charisma ascribes to a special gift possessed by certain individuals who’ve the ability to perform extraordinarily (Northouse, 2012).
According to Northouse, 2012, the underlying principle behind transformational leadership is the improvement of the followers’ performance with emphasis on four tools that them to realize their full potential. First, by fostering individualized consideration, leaders can attend to each follower‘s needs as a coach or a mentor. This also encompasses the need for celebration of individual effort and respect for individual contribution (Kouzes & Posner, 2012). Intellectual stimulation is another factor in which a leaders mainly challenges or t...

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... of my work, I have established connected relationships and demonstrated self-discipline throughout my headship. This has helped me to ensure that my staff is satisfied”
Implementing the Results of the Interview into My Leadership
The role every manager must undertake in the workplace is leadership, and the results of the interview made me realize that the relationship I have with my associates is not as strong and authentic as the one I have with my CEO. In reality, a position like mine denotes leadership and not title, and this explains why I haven’t been able to create the required individual influences that bolster the achievement of a common goal. To be an effective leader, I must act as a coach and advisor to my associates, and not their boss. I will also strive to develop authentic relationships bound by mutual trust and respect (Kouzes & Posner, 2012).

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