Columbia Southern University Motivational Theories Throughout life, there are and have been leaders who have helped change and shape others view of the world by their charisma, strength, morals, and kindness. These particular people can help to create a vision along with intellectually stimulating people to broaden their horizons and to be successful in business and personal accomplishments. At one point of time, there was someone who I considered a leader, who motivated me by applying what is known as the Transformational Leadership Theory. Transformational leaders “inspire and empower” (LugoSantiago, 2016, p. 18) other individuals to become more well-rounded along with helping to achieving overall goals. With the Transformational …show more content…
He used what is known as Vroom’s Expectancy theory, which proved to be not as resourceful. With this theory, it is assumed that an employees’ work behavior will likely be determined by the employees’ expected results (HemaMalini & Washington, 2014). Furthermore, with Vroom’s Expectancy theory, it is believed that behavior is the result of choices to increase happiness and to decrease adverse situations. The manager who attempted to motivate me appeared to use this theory, in which he seemed to require and ask for more work for the same number of benefits. With me specifically, he expected higher numbers each day and to exceed my goal every month. There are also three variables associated with Vroom’s Expectancy theory which include instrumentality, expectancy, and valence. Instrumentality is the belief that if one performs well, they will be rewarded (LugoSantiago, 2016). Pertaining to my manager who applied Vroom’s Expectancy theory, he used instrumentality as a tool to offer more money to motivate me to work harder. He also offered additional bonuses and vacations in the event I exceeded my goal, even though there were other employees’ who were not hitting their appointed goals. It seemed as though I was carrying the weight of everyone, which made the working environment more stressful. Expectancy is the idea that increased effort will increase ones’ performance. My manager at the time made sure that his staff had the resources that were needed such as proper training, support, and information, which did appear to help with the overall appointed tasks. The final component of Vroom’s Expectancy theory is called valence. Valence refers to the importance that a person places upon an outcome that is expected (LugoSantiago, 2016). Since each person has his or her own idea of what is deemed important, certain items or ideas may not always be
The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum.
Transformational leadership theory conceptualized in the late 1970’s, proposed that leaders could motivate followers through shared vision and mutual interest to uplift the entire organization to a higher morality (Burns, 1978). Morality was defined as leaders and followers working together to fulfill organizational goals and achieve higher performances within a context of change and innovation. Leaders would surpass their own self-interest, in order to, foresee, foster, and indoctrinate a new organizational vision to their followers. Bass operationalized Burns’ seminal work into a leadership model to better indentify transformational leadership characteristics. The model emphasized four dimensions such as idealized influence, inspirational motivation, intellectual stimulation and individualized consideration in order to achieve success.
In Leadership Theory, Application & Skill Development, transformational leadership is defined as “seeking to change the status quo by articulating to followers the problems in the current system and presenting a compelling vision of what a new organization could be” (Lussier & Achua, 2013, p.331). This theory, in combination with the exercise regimen, CrossFit, is the focus of the book Transformational Leadership and High-Intensity Interval Training by Carol R. Himelhoch, PhD. Himelhoch illustrates a correlation between a leader’s ability to tap into the transformational leadership style and their consistent participation in intense workout sessions. A transformational leadership style benefits from High-Intensity Interval Training (HIIT) via challenging the participant, which imparts a sense of achievement when they complete a demanding Workout of the Day (WOD). HIIT encourages the individual to push themselves and take risks, not only during the workout, but also in their leadership roles at work.
Looking at a simple definition of each terminology, then we will know each force behind all leadership theories. To better understand the fundamental principles preceding leadership philosophy, we have to understand the theory of leadership development and its essential characteristics. Hence, some of the leadership theories are explained in this paper.
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.
listens to the various viewpoints in order to be able to develop a spirit of cooperation;
The goal of this study is to stipulate that store level transformational leadership impacts service employees’ customer orientation through supervisor and coworker support; and looks at the possibility of how customer orientation leads to positive service experienced by customer’s and perceived employee service performance.
Analysis of Issues After the interview with Ms. Howland, it was realized that this is not an ordinary leader. Although her function does require her to demonstrate elements of transactional leadership during the conduct of an average day in her work environment, it became obvious that there was more to her leadership style. Ms. Howland demonstrated the use of transformational leadership as a way of motivating and inspiring her team and those around her. Throughout her nine years at Crescent Point Energy, Ms. Howland has been the driving force behind many changes during the company’s evolution from a small to intermediate player in the conventional oil and gas sector. From her position within the Accounting Department, the company’s growth and her vision for the future was used to gather resources and sell a vision to upper management as well as her peers and subordinates within the corporation.
To best meet the needs of business today the transformational and the team approach leadership styles seem to provide solid solutions. Leaders who are informed and make an effort to include followers in decision making are better equipped to lead a workforce that is equally informed and able to contribute on an equal basis. Transparency among management leads to a collective involvement amongst employees that can be invested in and improved upon from within. As individuals within an organization feel their input and expertise is requested, utilized, and implemented their passion and overall buy in to the organizations goals and mission is inevitably higher.
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.
Tom Rath explains in his book, StrenghtsFinder 2.0 (2007), that identifying and capitalizing on one’s strengths makes for a more fulfilled and effective employee, further benefitting the employing organization. Rath states that when in a position not utilizing our strengths, we are six times more likely to be disengaged in our work. Studies show that this disengagement or dissatisfaction carries over into our personal lives affecting our health and personal relationships.
Transformational leaders want individuals to make a positive change in their lives and try to help people apply a positive change on a daily basis. The leaders do this by implementing individual considerations which, according to Kendrick (2011), “treats each follower as a unique contributor and provides coaching, mentoring, feedback and growth opportunities.” This makes such an impact on people because each individual is getting different mentoring, feedback, and growth opportunities due to their unique personality. It is very important for each person to have this because everyone has a different learning ability and motivation. This helps each individual with their own distinctive endeavor.
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.
Transformational leaders birth new transformational leaders. Followers themselves become transformational leaders and a journey of extra mile partnership started.
What does it take to be an effective leader? This is something that has been asked many times over the course of human history. Some might say that having a strong personality and a commanding presence is needed in order to be a strong leader. Others might say that someone who stays on top of everything and keeps order is more effective as a leader. Everyone has their own opinion on this subject and in many regards, they are not wrong. Good quality leadership is something that is hard to possess and is not something everyone can do. Leadership is something that has been studied and analyzed many times, and from these studies, many theories have emerged from them. Each of these theories of leadership has their own benefits and can be useful