Managing Performance with Transformational Leadership
JLB Enterprises is experiencing low employee motivation that has effected their job performance and productivity. This decline is having a negative impact on the company financially.
Conley (2013) explains that there are only three relationships that one can have with their work: a job, a career, or a calling. The differences varying on the degree of job satisfaction, internal motivation, and job performance.
Job satisfaction comes from the attitude that employees have towards their work. There is a close relationship between the degree of satisfaction and the motivation level of employees. Explaining that if there is a lack of motivation in the workplace, it is likely due to a lack of job satisfaction.
Transformational leadership refers to the process of changing the attitudes and assumptions of organization members in hopes of forming commitments to the organization’s mission, objectives and strategies. Corporate culture and strategies empower the employees to participate in the shared process of transforming an organization (Burns, 1978).
Transformational leadership has been proven effective within the organizational framework to accomplish the vision, values, skills, and beliefs through team goals and positive performance (Tebeian, 2012). Transformational leadership was initiated and developed by MacGregor Burns (1978) and Bernard M. Bass (1985) defined it in terms of the leader’s effect on followers. Wherein, they identified four behavioral dimensions: inspirational motivation, idealized influence, intellectual stimulation and individualized consideration. Inspirational motivation articulates a compelling and inspiring vision for the future. Through charismati...
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Conley, C. (2013). Leadership. Leader To Leader, 2013(67), 30-35.
Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy Of Management Journal, 55(2), 458-476.
Ţebeian, A. (2012). The impact of motivation through leadership on group performance. Review Of International Comparative Management / Revista De Management Comparat International, 13(2), 313-324.
Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal Of Management, 15(2), 251.
This model has been used over decades in research to chime in on the importance of knowing the behavior of leader’s and their effect on those who work for them. According to Brymer and Gray (2006), effective transformational leadership ensures a supportive culture and does not require boundaries and guidance. The concept of transformational leadership was created to bring together leaders and those who work for them, which in turn impact those in whom they serve because their personality is viewed in a positive
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.
According to Bass’s (2003) conceptualization, transformational leadership consists of charisma, intellectual stimulation, inspirational motivation, and individualized consideration.
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.
In the ideal form, transformational leadership creates valuable and positive change with the end goal of developing followers into leaders. These may include connecting the followers sense of self and identity to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater pride for their work, and understanding the strengths and weaknesses of individuals, so the leader can associate followers with tasks that improve their performance. Transformational leaders focus on intrinsic motivation and personal development of their followers. They believe in five key aspects of being a leader, which are being creative, interactive, empowering, visionary and
Transformational leader’s shape and mold teams on the principles of inspiring change and transforming individuals. Employees want to feel appreciated, be self-directed, improve their skills, and have a desire to live and work in an environment where their voices are heard and internal drive produces results (Emmerich, 2002). The research of Hall, Johnson, Wysocki and Kepner define transformational leadership as “the ability to get people to want to change, to improve, and to ...
Bass (1990b, p. 21) states that Transformational leadership fosters capacity development and brings higher levels of personal commitment amongst followers. However, transformational leadership occurs when leaders broaden and elevate the interests of their employees. (Kelly, 2003; Yukl, 1989) asserts that Transformational leaders elevate people from low levels of need. Transformational leaders are said to create trust, admiration, loyalty and respect amongst their followers (Barbuto, 2005, p. 28).
According to Doody & Doody (2012), transformational leadership is the most adaptive and flexible which is required importantly in 21st century. In this leaders and team members shared the same goal by sharing their ideas and by working together effectively. This is focussing and encouraging type of leadership which positively work to improve the productivity of any
Leaders with transformational leadership behavior can direct their organization toward effectiveness and productivity (Hur, 2011). Leaders can direct human resources toward the strategic objectives of the organization and ensure that organizational functions are in line with the external environment (Riaz&Haider, 2010). Furthermore, capabilities of effective leaders are predicting the future probabilities and planning strategies to satisfy uncertainties (Riaz&Haider, 2010). They can lead and supervise organizations to success by paying attention to changes especially environmental changes, which helps them set suitable goals and objectives.
The transformational leadership theory was deemed an appealing based on individual beliefs regarding employee-leader relationships. With a focus on communication and motivation, transformational leaders promote positive change within
Transformational leader is considered ethical in nature. Transformational leader helps followers, understand their followers ‘problems and give them solutions to tackle problems. Followers get personally attached with their leaders and do in the same manner as the leader wants. Transformational leader is may a source of employees’ satisfaction and commitment.
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.
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 ...