Critical Thinking in Management in the 21s Century Essay

The three articles used for this comparison matrix looked at transformational leadership and how it affects those in relation to each study. The three articles were all written with a different purpose in mind, with all three correlating to the same hypothesis, “How does transformational leadership affect employees/individuals in different settings?” With similarities found in topic, it was also evident that there were several contrasting variables within each article. The three empirical articles that were utilized for this comparison were as follows: Transformational Leadership in

In addition, Burns et al., (as cited by Lavoie-Tremblay, et al., 2015) defined a transformational leader as “a leader who can extend and elevate the interests of staff, who can facilitate the commitment of staff to the mission and values of the organization, and who can lead staff to rise above their personal interests” (p. 582). Further, Broome (2013) identified transformational leaders as “proactive and hold core beliefs about the potential for development of both individuals they work with and their organization” (p. 327). Samad et al.(2015), connecting transformational leadership to servant leadership and authentic leadership reported, “transformational leadership is also congruent with regards to fostering higher levels of motivation among the followers’ and leaders’ ability to visualize the unforeseen” (pp.

The role of a leader is to set vision and direction for an organization, and transformational leader “is often depicted as having charisma, or personal magnetism” (Golensky, 2011, p. 73). The most important attributes of this type of leader are self-confidence, determination, vision, and motivation which inspire followers to embrace the proposed change. In addition to having a moral purpose and a compelling vision for the future, transformational leader also “sets a personal example for followers to emulate and demonstrates confidence in the proposed new direction through frequent communications and interactions with other group members” (Golensky, 2011, p. 73).

The Christian worldview of leadership is distinctly different from most secular views on the subject. In the secular, leadership tends to be viewed primarily in terms of a company’s bottom line and how well the leader can urge employees to produce more and better work. That view is profit-centered rather than person-centered, and it does not give much attention to employees’ human needs and qualities nor on how developing excellent work relationships can promote productivity. In the Christian worldview, however, people are key, and their human needs are important. The leader in the Christian worldview understands how meeting employees’ needs promotes the kind of productivity desired and

After studying and learning from the different theories of Leadership, I found Transformational Leadership the best theory to identify with. Before going further with this theory, I want to state the most accurate Leadership definition for me. Leadership is a development of social influence and an exchange of values, behaviors, and power delegation between leaders and followers, where leaders maximizes efforts of the followers to achieve a collective goal (Kruse, 2013). Moreover, Scholars has divided leadership into different areas, such as Trait Approach, Skill Approach, Situational Approach, Transformational-Transactional, to name a few (COLLINSON & TOURISH, 2015). In this paper, I will talk about my concept of leadership before learning about the different leadership theories, what Transformational Leadership Theory is, how it helps raising the productivity in the group, the different dimensions of this theory, the differences with transactional leadership, the relation between charisma and transformational leadership, why I chose transformational leadership, and the different challenges and obstacles of this theory.

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

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.

“The transformational leader is a leader who communications a vision – the idea of giving employees something larger than themselves of which to be a part of” (Satterlee, 2013, p. 111). A transformational leader will model exemplary behaviors and develop a collaborative culture without overlooking the fact that effective leadership is about everyone’s involvement in the organization (Satterlee, 2013, pp. 111-112). This requires a leader to have effective communication skills and charisma. Charisma is an essential component of transformational leadership. It represents “the degree to which a leader behaves in admirable ways that cause followers to identify with the leader” (Anderson, M., & Sun, P., 2017, p. 78). This implies, there must be a way to take charge in a situation while also creating an environment where employees can flourish. To elaborate on this point Linda Hill referenced Nelson Mandela’s concept of leading from behind. Linda noted, the key is to recognize that a leader is part of a web of “interconnected relationships” whereby everyone has something to offer (Hill, 2017). Accordingly, transformational leadership is centered around empowering others rather than focusing on power and control over followers (Anderson, M., & Sun, P., 2017, p.

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

Transformational leadership are classified into four components which are pointed out by Bass (1990, p. 28), ‘charisma, idealized influence, inspirational motivation, intellectual stimulation and individualized consideration’. Apart from these basic roles, charisma leadership, a collection of personal characteristics, has its own role of literature since it has similarity with transformational leadership and they are contribution to each other (Bertocci, 2009, p. 43; Judge & Piccolo, 2004, p. 755). Leaders’ behaviour reflects them being role models for their followers. Followers respect, admire and trust their leaders who have charismatic effect on their followers to an extremely high grade are willing to take risks

Transformational leadership. Burns (1978) is recognized as one of the earliest theorist on transformational leadership, who introduced transformational leadership over 30 years ago. Transformational leaders are perceived as leaders who uplift their employee morale, subsequently uplifting the entire organizational. Transformational leaders are known by their capacity to inspire followers to forgo self-interests in achieving superior results for the organization (Clawson, 2006). Avolio and Yammarino (2002) shared Bass’s explanation of transformational leadership as leaders who act as agents of change that stimulate, and transform followers’ attitudes, beliefs, and motivate from lower to higher level of arousal.

According to organisational behaviour by McShane, leadership is defined as influencing, motivating and enabling others to contribute towards the effectiveness and success of the organisation of which they are members (page 382, McShane).Becoming an effective leader depends on the leader’s leadership style. Successful leaders have vision and charisma, also the leader should have an ongoing personality, talkative, careful and self-disciplined. The leader must also have self-concept

The meaning of critical reading is to recognize what a text says about the topic. What are the main goal about the text? Do any of the questions make sense of the presentation as a sequence of thoughts, to understand the information and ideas that you have to answer. We find that people will also argue that opinions stated within the text from sentence to sentence, paragraph to paragraph. Critical reading is an activity used when reader rereads a text to identify patterns of elements. They find information, values, assumptions, and language usage- throughout the discussion, text, email and articles. These elements are tied together in an interpretation, an assertion of an underlying meaning of the text as a whole. Critical thinking involves

A TRANSFORMATIONAL LEADER is a person who stimulates and inspires followers to achieve extraordinary outcomes (Robbins, 2007)It has been shown to influence organisational members by transforming their values and priorities while motivating them to perform beyond their expectations (Rowold, 2007)Increased levels of job satisfaction & reduced turnover intentions are consequences of transformational leadership. It is all about leadership that creates positive change in the followers whereby they take care of each other’s interests and act in the interestsof the groupas a whole (Warrilow, 2012)

Transformational leadership are clarified into four dimensions which are pointed out by Bass (1990, p. 28), ‘charisma, idealized influence, inspirational motivation, intellectual stimulation and individualized consideration’. Apart from these basic roles, charisma leadership has its own role of literature since it has similarity with transformational leadership and they are contribution to each other (Judge & Piccolo, 2004, p. 755). On the other hand, there are three dimensions of transactional leadership which includes contingent reward, active and passive. The difference between active and passive which are the exceptions of management is the timing of leaders’ interference. It is also the advantage