Assessing Transformational Leadership

Those that follow a transformational leadership framework believe that leaders possess many of the aforementioned qualities, but the focus is on one’s ability to inspire and empower others (Ross, Fitzpatrick, Click, Krouse, & Clavelle, 2014). These leaders literally ‘transform’ their followers by inspiring enthusiasm and performance towards a

At the center of theories concerning innovation and change is the role of transformational leadership, emotional intelligence (EI), and the innate ability of leaders to create a compelling vision that energizes entire companies to attain challenging objectives. Transformational leadership as a theory is predicated on a strong level of situational awareness, emotional intelligence (EI), and the ability to motivate through a shared vision for an organizations (Gilley, Dixon, Gilley, 2008). Further, transformational leadership theories point to the critical role of trust as a strong catalyst of communication and a willingness to invest time and effort in long-term gains over short-term rewards (Sosik, Godshalk, Yammarino, 2004). This orientation and foundation of transactional versus transformational leadership theories is in large part predicated on the approach of using rewards versus gaining trust and attaining a high level of shared commitment to a common, challenging

Transformational leaders utilize their allure to go about as good examples for their association. As regarded and respected Leaders, they demonstrate to subordinates generally accepted methods to perform assignments with determination and vitality. Transformational leaders ordinarily acknowledge hazards with a specific end goal to accomplish advancement. On the other hand, unreasonable danger could be troublesome and impeding to the association. On the off chance that leaders demonstration shamelessly or dishonestly, the whole operation endures. Time consumption can gradually affect the company. The aftereffects of transformational authority require some serious time. Transformational leaders must contribute time and vitality building trust and persuading devotees to have faith in an imparted vision. Associations planning to attain moment comes about by introducing a transformational leader are prone to be confused and frustrated.

Becoming a transformational leader can occur either because the leader has a model or mentor that is a transformational leader, because he/she is a born transformational leader, or through reflection. Senge (1990) wrote that “Learning through reflection is about finding the creative tension...between an understanding of current reality and a vision of desirable practice” (as cited in Johns, 2004, p. 24). In addition, Schuster (1994) noted that one who desires to become a transformational leader can cultivate certain qualities that are characteristic of such a leader: a stimulating vision for the organization, honesty, empathy, authenticity, the ability to defer self-interest to ensure that others are recognized, a holistic concern for the organization, the ability to share power with others, and the ability to develop others (as cited in Johns, 2004, p. 25). The transformational leader is also an effective communicator who persists during hard times and still has the courage to continue to move ahead even when fatigued and encountering difficulties (Schuster, 1994, as cited in Johns, 2004, p. 25).

These types of leaders, according to Avolio (1991) possess the characteristics of individual consideration, intellectual stimulation, inspirational motivation, and idealized influence. This paper will examine the outcomes that are a direct result of transformational leaders who exhibit these types of traits such as job satisfaction and organizational commitment, job stress, safety, supervisor satisfaction, team, performance, and general.

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

In order to develop strong leaders throughout the nursing industry, one must encompass various traits from all types of leadership theories. Of the many different theories, transformational leadership has a heavy impact in creating a strong and successful leader. Strengths Finder 2.0 guides individuals into focusing on developing themselves through their strengths instead of trying to fix their weaknesses. In doing so, individuals are able to develop natural talents in a way that creates a higher achieving workplace. This paper will explore the use of applying transformational leadership focused on developing strengths and how it can be applied to nursing as an industry, in personal practice,

Transformational leaders focus on followers to motivate and to perform to their potential and transactional leaders focus on day to day care. The important aspect of transformational leader is to articulate a shared vision [Faugier and Woolnough, 2002]. Transactional leaders are more concerned about controlling order and predictability but transformational leader realizes the importance of challenging within the project for positive possibilities [Faugier and Woolnough, 2002]. The leadership style of transformational leaders helps hospitals to improve the faith and respect, value staff as individuals, solving the problems along values and principles. They also challenge their goals for future. For today’s fast changing health care organization

As the newly appointed interim City Treasurer for the City of Norfolk, the rebuilding of the department would be a daunting but necessary task, which would entail: reclaiming of employee morale and the reestablishment of the public’s trust. The following outline provides proposals for the reorganization of the Office of the Treasurer; it also specifies intentions to further develop leadership, communication, accountability, transparency, and motivation. Altogether the organizational concepts will additionally demonstrate respect for the department’s organizational culture. Furthermore, as the interim City Treasurer, it would be necessary first to understand the outlined roles and duties of a City Treasurer. Furthermore, both formal and informal

Transformational leadership theory applies four factors for leaders to influence employees to perform beyond their abilities. These factors describes leaders that promote leadership through idealized influence, inspirational motivation, intellectual stimulation, and individual consideration (Shresh & Rajini 2013).Transformational leaders are deem as the most effective leadership style because of their character strengths as a excellent role model who leads by example and manage people based on their strengths and weaknesses to optimizes the organization performance (Shresh, & Rajini, 2013). Transformational leaders are known to reward, encourage and mentor people based on performance through inspiration, creativity, and innovation to solve problems to exceed expectation of the organization (Smith,

Sullivan (2010) indicates that leaders empower, encourage, and support others in a shared effort to achieve goals or create change. Hence, as a early childhood educator our role has a great impact in achieving such goals. Indeed, a leader has desirable traits that inspires and motivates other to work towards a vision or goal. For the purpose of this paper, I will discuss my leadership style and explain how the style motivates and influences my environment and the importance to reflect on practice.

As my career advances, I have selected my preferred style of leadership. Transformational leadership suits my moral upbringing and rationalization the best. I prefer to set the example for my peers as to what is expected from all nurses instead of demanding duties to be completed. Thus, the staff can see that is not just them that have to accomplish excellent patient care and do all the hard work. Nursing is a team aspect and I am more than happy to demonstrate that everyone here must give hundred percent to their role in patient care. By setting the example, I am aware directly and immediately of the limitations of the staff, as well as, know what areas need to be improve at work. I desire for the nursing staff to believe in the mission and

This paper summarizes the article written by Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Johnathan Post, and Gaynor Cheokas regarding the need for a new type of leadership in today’s social work environment, defined as Transformative leadership. The article itself varies in the definition, however in a broad sense Transformative leadership is maintaining good moral standing and sound business ethics among employees and individuals inside and outside the workplace. However, in order to reach this theoretical level of business related moral and ethical leadership known as

A leader is someone who has the ability to influence followers that have the same determination and outcomes for change as they do. Not all leaders are famous people, or people in high positions of power. There are leaders all around us. They are just ones that possess leadership qualities that not all people have. This does not mean though that they are born leaders. This also doesn’t mean that all leaders are good leaders. They can also harm society, like Hitler. People build their leadership qualities through life experiences.

The transformational leadership framework or model had a great influence on the latest and modern understanding and providing a clear and precise idea about the leadership quality and its respective effectiveness. With the advent of the leadership researcher, which have determined and identified several significant behavior, which are the representative for this leadership qualities as well as style. One of the most significant characteristics of the transformational leadership is the articulation of a compelling vision and mission (Gabriel, 1997). Another significant characteristic which are interrelated with the transformational leadership is the charismatic role of the leader which not only