Free Essay: Transformational Leadership
Among fields that are frequently researched and studied across the globe is leadership. Despite it being studied in all areas of life, any tactic that is efficient to development and research on leadership within humanitarian and adversity pliability community never existed. Transformational, which is a leadership study principal has garnered popularity in post-industrial scene of an organization. Transformational leadership arises when leaders with dreams and personality are able to change or transform their followers making the followers not question leaders, being provoked into execution at eminent height. This course is one in which the follower and leaders boost each other to a level of advantage on integrity and inspiration Pennings, 2007).
Transformational leadership helps boost self-confidence, performance as well as incentive of followers via a variety of mechanisms. This involves connection of the supporters’ individuality and their identity of public uniqueness and the system of organization. Transformational leaders seek opportunities for transformation in order to advance, create and develop their setting. These leaders also take accountability for change. The main aim of transformational leadership is moving followers to attain beyond what is expected of them (Northouse, 2010) and building intrinsic incentives in the employees (Bass & Riggio, 2006).
Leaders are supposed to have several personal values and principles in leadership transformation. Key leadership in leadership transformation includes synergy in order to create visions and objectives for the organization beyond old dreams. Leaders are supposed to be receptive to individuals they desire to direct. When followers fail to heed their leaders, they end up building their own conditions, lose interest and enthusiasm as well becoming anxious. Mangers and leader, are particularly vulnerable people. Occasionally, leaders are the last people to realize a problem exists. In leadership, authority might bring about problems with pride and dishonesty.
A couple of leaders will also take personality places where they might not be easy to go. For example, when a leader is entrusted, they are supposed to honor that trust with sincere and honest leadership. Any organization that does not appreciate transformation dies out. With transformation comes the chance for energy and growth. Transformational leadership takes place best during change. The key belief of transformational leadership is stimulation of people at an intellectual and emotional level. Leaders are supposed to inspire and empower people they lead since work becomes exiting, captivating and stirring as Bennis and Joan (2003) argue. By enhancing skills of acquaintance and leadership as well as establishing their aptitudes, leaders could have a transforming effect on the lives of their followers by aiding them to remain occupied and stay efficient in their chosen career.
Intellectual stimulation means innovative, creative and new ways of completing the conservative. It is also defined as the degree a leader encourages others so they can be innovative in viewing old troubles in new ways as well as building lenient atmosphere (Prabhakar, 2005). According to Hetland (2003), intellectual stimulations will question old assumptions and status quo. Intellectual stimulation in relation to leadership attracts amazing work globally. In pursuit of greater goal, intellectual stimulators have the capability of uniting people who have diverse interests. Put simply, transformational leadership is being in the position to make people desire to make improvements, change and be led. The entire concept entails identification of associate motives, giving value and satisfying needs. The studies are an indication that intellectual stimulation effects the style of leadership but cannot solve all the problems leaders encounter. As such, today’ complicated world needs a collection of resource and expertise assistance (Jones, 2007).
Intellectual stimulation also entails encouraging creative and innovative ability by challenging the opinions or beliefs of associates. It also promotes skills such as critical thinking and problem solving in the attempt of making a better organization. Effective transformational leadership also makes it possible for managers to reach the expectations set the organization. It results in transformation of beliefs that are in line with the vision of the organization. This kind of leadership also results to high levels of performance than expected.
Leaders need to adopt leadership styles that is transformational since globally, the environment has become competitive. Resistance to change is a road that leads to death for individuals and organizations. The needs of customers, on the other hand are changing rapidly and demands are increasing as well. Failure to supply also leads to replacement by market competitors. As such organizations need transformational leadership to address the changing customer needs (Amabile, 1997). Transformational leaders should set the right brand imagine through motivating employees. Leaders are supposed to model, employee behavior and give them the opportunity to grow as well as develop. Additionally, the leader should allow more women into positions of leadership. Lastly, the ability of keeping the right employees in an organization is far more crucial to the organization’s growth than good technologies, products or markets (Bass, 1990).
Individual consideration involves managers who act as coaches and advising followers. This kind of transformational leadership feature makes it possible for the organization and associate to realize goals. Transformational leadership that is effective makes it possible for organizations to reach expectations. This kind of approach also makes managers exceptional leaders. It results to transformation of beliefs that are in line with the vision of the organization. This form of leadership also results in high performance levels than is expected. The entire concept entails identification of associate motives, satisfaction of needs and giving them value.
Organizations currently encounter trends that need appropriate prioritization. Examples are workplace and women leadership roles, internal branding and employee empowerment. For example, women are over half of the overall workforce and they are the major breadwinners. Yet, rise of women into positions of leadership does not happen. It is a hard task for women to take positions of leadership at work places. Additionally, majority of organizations are rapidly making changes regarding entry into global market. Such change has qualities of interdependence on all levels, flexibility as well as innovation. Such structure also focuses on employee empowerment which involves the participation in the purpose and dissemination of information among employees for accurate decision making.
Organizations have become increasingly focused on employee management both externally and internally. Individualized consideration is what established the position of an organization in respect to employees (Simic, 998). Such change affects the manner in which the brand of an organization looks and also changes the perception of customers. These facts are among many leading an organization to be the best place to work. Such a company will have attributes such as communicative, visible team leadership, high performer, trustworthy, supportive and honest. As such, these emerging trends will influence performance. As such, transformational leaders will respond in an appropriate manner.
Amabile, T. (1997). Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review vol. 40; 39–58.
Bass B. (1990). From transactional to transformational leadership: learning to save the vision. Organ Dynam, Vol. 18(3); 19–31.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates, Inc.
Bennis, W. & Joan, G. (2003). Learning To Lead. 3rd Ed. New York: Basic Books
Hetland H, & Sandal G. (2003). Transformational leadership in Norway; outcome and personality correlates. Eur J work Organ Psychol, Vol. 12(2); 147–70
Jones D, Rick D. (2007). Transactional, transformational, or laissez- faire leadership: an assessment of college of Agricultural Academic program leaders (Deans) leadership styles. Proceedings of the AAAE research conference.
Northouse, P. G. (2010). Leadership: Theory and practice (5th ed.). Los Angeles, CA: Sage.
Pennings R. (2007). Transformational Leadership: How do we get there? Retrieved on 19 October 2013 from http://www.chairacademy.com/conference/2007/papers/transformational_leadership.pdf
Simic, I. (1998). Transformational leadership – The key to successful management of transformational organizational changes. Economics and Organization, Vol.1(6); 49 – 55