Human Resources Management: The Transformational Style In Public Resource Management

Human resource management (HRM), according to Wyk, V (1989:9), is the creation of an environment where people strive to do their best, where opportunities are equally distributed, where initiatives are encouraged and the conditions for success are created. Leadership within HRM can have huge implications to public services, the quality of those particular services provided is part of the bedrock on which society and future prosperity depends. Better and more efficient public services enhance quality of life, support sustainable economic growth and assure those who fund and rely on public services that they are responsive, provide value for money and are continually improving. With such a large responsibility for the managers based with the

Transformational leader act as role model for his followers inspires and motivate them and meet their needs. Laissez-faire leader provide no visions or directions for his followers, tend to delegate the tasks and avoid decision making. Many studies support the transformational style because it provides supportive environment where the employee work creatively, show commitment and meet the expected requirements. Some studies encourage leaders to make combination between the three styles in their management, because different situation need the style. Transformational and Laissez-faire styles are more useful in encouraging the employees to work independently and creativity. Transactional style is more effective when the leader want to set new practices and need to implement them within specific time as mentioned on UK Essays (2013).

Trait Theory

Trait theory of leadership, as viewed by Antonakis, J., Day, D. and Schyns, B. (2012) suggests that personality traits influence leader emergence and effectiveness. As well as initial empirical evidence supporting the particular perspective, the proliferation of studies have examined the relationship between personality and leadership using self-ratings of personality. Allport (1954) distinguished that the traits can be catergorised into three levels; Cardinal traits, Central traits and secondary