Throughout history higher education institutions have had a stable role in society. This is primarily due to their steadfast mission, management, and organizational infrastructures. Although funding and appropriation have decreased, trends show that during periods of economic downturns student enrollment levels increase. (U.S. Department of Education, National Center for Education). However, many higher education institutes experience a wide variety of challenges during financial crisis. As individuals in the work force and business arena seek to develop human capital, professional development and advanced degrees, colleges and universities are forced to diversify competitiveness. Many institutions now offer distance education, (coursework complete online) and hybrid programs (an amalgamation of face-to-face classroom teaching and online learning). Rapid advancements in technology and innovation have resulted in an increase of Internet usage for the purposes of education (Christo-Baker, 2004). To be competitive, instructors must possess a spectrum of leadership strategies that will be suitable for the educational institution. Moreover they must consider differences of students in regards to societal, cultural and diverse learning abilities. Beaudoin, (2007) suggests that distant learning instructors must develop a new innovative set of rules for teacher-student engagement. Due to the uncertain milieu of distance learning, proper placement of effective leadership could well make the difference between success, failure, or retention. Beaudoin (2007). Consequently as colleges and universities rethink the effectiveness of infrastructures, particularly for distance learning offerings, a closer look at quality instruction, selection o...
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...Purvanova and Bono (2009) examined employee performance and satisfaction in a virtual organizations compared to a face-to-face organization. Results indicated greater satisfaction and overall performance from those employees of transformational leaders.
Further support for the impact of transformational leaders can be found in a study, Ruggieri (2009) that examined transformational and transactional leadership in relation to follower outcomes in interactive virtual contexts. In the findings the transformational leaders were described by followers as being more progressive innovative and being visionaries (Ruggieri).
Finally these findings can be found consistent with Hoyt and Blascovich’s (2003) study of a virtual interactive context whereby follower satisfaction was greater and motivation than those of transactional leaders. (Hoyt & Blascovich; Ruggieri).
Tichy, N. M., & Ulrich, D. O. (2003). The Leadership Challenge-A Call for the Transformational Leader. In
There are many leadership theories that play an important role in the every day workforce. Some of the theories are successful in producing a strong and productive leader, while others lack the qualities required for the job. Out of the multitude of available theories out there, I feel that the Transformational Leadership Theory is the one that stands out as being the most successful. This theory is far from coercive and instead focuses on making a satisfied team that collaborates to form a productive work environment. An environment like this, ran by a top-notch leader, is needed for success.
Simola et al. (2012) defined transformational leadership as a “type of leadership in which interactions between interested parties are organized around a collective purpose in such a way that transform, motivate, and enhance the actions and ethical aspirations of followers”. Transformational leaders are seen as very successful at motivating and inspiring a group of individuals or followers to have an increased desire to achieve and attain a particular vision [1] 1. All of this requires a leader with “vision, self confidence, and inner strength to argue successfully for what is popular or is acceptable according to established wisdom of the time” [1, p.17] 1. In this respect, Wael have ensured at the beginning of his role in Omran to interact with all the employees in order to get a clear vision about the way forward of Omran future in a very inspired and motivated speech and behaviors.
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.
The relationship between transformational leadership and job satisfaction is one of the most critical success factors in any organization and has become one of the largest topics studied among psychology, management and organizational behavior researchers (Tsai, 2011). Job satisfaction refers to how satisfied an individual is with his or her job within their organization. There are many factors that determine the job satisfaction, and one of the factors is the type of leadership style. According to the first article that was completed, an effective leadership style of leaders in an organization is having the capability to provide motivational incentive and direction to their followers to achieve an organizational mission or goal (Walumbwa,
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.
Thus: “To bring about change, authentic transformational leadership fosters the moral values of honesty, loyalty, and fairness, as well as the end values of justice, equality, and human rights.”(Griffin, 2003, p. 8. Emphasis added). Bass (1997) usefully summarizes some of the other criticisms of transformational leadership. It lends itself to amoral self-promotion by leaders since it makes use of impression management. He suggests it is antithetical to organization learning and development involving shared leadership, equality, consensus and participative decision-making. It encourages followers to go beyond their own self-interests for the good of the organization and may emotionally engage followers in pursuit of evil ends. This point is supported by Carlson and Perrewe (1995) who remind us that an organization’s culture socializes individuals into that
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...
Transformational leaders birth new transformational leaders. Followers themselves become transformational leaders and a journey of extra mile partnership started.
This theory shapes followers into future leaders by providing them a freedom to control their behavior, elevates followers’ concerns from physical to psychological needs, and inspires subordinates to consider a group rather than self-interests and communicates designed outcomes to let subordinates perceive changes as wealth while. Transforming leadership has an elevating effect on both sides, leader and the led, because it improves the level of conduct and human interaction.
Bass and Avolio (1990) identified four dimensions of transformational leadership: the first one being idealized influence: hence the degree of inspirational behaviour that causes subordinates to identify with the leader. Secondly, inspirational motivation that encompasses the degree of inspiration subordinates gain from their leader’s vision. Thirdly, intellectual stimulation is the degree to which a leader encourages followers’ creativity. The last dimension, individualized consideration, describes the degree to which the leader coaches and listens to the subordinate. Bass (1985) claimed that transformational leaders are more effective than transactional leadership, as it increases followers’ confidence and causes higher motivation and higher organizational performance accordingly. The positive relation between transformational leadership and OCB has been supported empirically (Podsakoff, MacKenzie, Moorman, &
Caruso, C. (2008). Bringing Online Learning to Life. Educational Leadership, 65(8) 70. Retrieved from EBSCOhost.
In conclusion, transactional and transformational leadership can be merged or used individually depending on various circumstances. However, they are partially correlated. In order to make the best use and get the desirable results out of these principles, leaders should attain a deep understanding of each theory as they are dissimilar in conducting. Moreover, an appropriate balance should be considered if leaders aim to integrate them together. In my point of view, either stand alone or combination usage would benefit to any organizations if the application of leaders was taken in proper situations.
Transformational leadership is the process by which a leader engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower towards the greater good (Northouse, 2010, p. 172). Transformational leaders are different than managers, which as Burns claims are the differences are in characteristics and behaviors. Burns also established two concepts transforming leadership and transactional leadership. The transformational leader elevates followers to make the whole work environment more successful and have everyone be successful, while transactional leaders are focused only on the accomplishments of tasks. Transformational leadership is a way of life, and there is
theory can be juxtaposed with the Transformational Leadership Model to reiterate the foundational behaviors associated with effectual leadership. According to a study on the Transformational Leadership Model, four distinct behavior categories are attributed to leadership. These four basic characteristics that create the conceptual framework are the Vision Builder, Standard Bearer, Integrator, and Developer. A Vision-Builder is similar to the previously mentioned Communication component. This leader builds a vision and communicates it clearly by establishing specific, achievable goals and shaping how they will be accomplished. A Standard Bearer can be compared to the Advisory role, where a leader adopts a code of ethics and maintains moral standards. This role inspires others and creates an environment where individuals hold this leaders opinions and recommendations in high-regard. The Integrator is related to the Opportunity component, where leaders can identify opportunities and combine resources to achieve organizational goals through aligning the individuals that they are responsible for to be the most productive. Lastly, the Developer is similar to the Talent component. This leadership behavior fosters individual and collective growth through training others and maximizing talents to facilitate a high performance environment. (Bottomley, K., Burgess, S., & Fox III, M.,