This report is dealing of how to manage the organisation in the 21st century. The report will include new forms of leadership that are available to the organisation such transactional and transformational leadership and spiritual, distributed, servant and authentic leadership to ensure they are successful; it will include benefits and limitation of them. The report will also include the importance of achieving the competitive advantage which will show an understanding of knowledge management, the learning organisation and corporate social responsibility.
2. Main Body
2.1 New forms of leadership for organisations to help them achieve organisational success.
The working environment is changing rapidly. According to …show more content…
However transformational leadership is a process of gathering higher levels of motivation and commitment. Bass (1992) theory of transformational leadership firsts focused on ‘’compering effects of transformational and transactional leadership on individual performance, satisfaction and effectiveness’’ (Ozaralli 2003:335). However it was also linked to effectiveness, innovations and improvement (Bass, 1995). Bass (1995) have given four dimensions of transformational leadership: Charisma, Individual consideration, intellectual stimulation and inspiration.
Another type of leadership that an organisation may consider is a spiritual leadership. According to Dent, Higgins and Wharff (2005) ‘’spirituality and its relationship to workplace leadership is a compelling issue for management practitioners and researches’’ (2005: 625) Goertzen and Barbuto (2001) stated that ‘’spirituality is addressed through several paradigms: self-actualisation, and spirituality, purpose and meaning in life and spirituality, health and wellness as outcomes of spirituality, spirituality in the workplace, and spirituality and leadership’’ (Dent et al. 2005 : 626). Spirituality is believed to enhance organizational learning unify and build communities serve the need for connecting to others at work, and to work itself (Dent et al. 2005 : 627). Spirituality is also linked to organisational leadership as well as other
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
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
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).
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.
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.
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
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
“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.
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
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.
Transformational Leader: Bernard Bass extended the work of Burns (1978) and the idea of transformational leaders in 1985. Is an individual who does not only have his/her interest but still pays attention to their followers. Also defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of nurturing followers into leaders. Transformational leadership enhances the motivation, morale and performance of followers through a variety of skills. These include connecting the follower 's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance....
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
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
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)