The reliance on leadership resonates throughout all of an agency 's functions—particularly that of communication. “Leadership at different organizational levels directly or indirectly determines structural forms, organizational culture and climate, power distribution, and communication” (Men, 2014). The total effectiveness of leadership may be able to be reduced to the simplicity of the individual leader and their personality traits. Similarly, “Communicative leadership” is the conceptual ideal that merely interacting, or any other means of basic exchange, is not enough for a cohesive working environment with a hierarchical structure (Johansson, Vernon, & Hamrin, 2014). Symmetrical communication, or coorientation, is a way for …show more content…
The most common traits seen within this type of leadership usually stem from neuroticism and conscientiousness. The negative connotation that could be attached to the transactional strategy is the human disconnect between upper management and the individual. The laissez-faire view is one of lacking leadership all together. Typically, laissez-faire leaders demonstrate more passive behaviors, choosing a detached path completely and allowing employees full autonomy over their work conditions (Men, 2014). However, it becomes problematic when clear goals are not being relayed to departments and work goes unfinished which, as a result, negatively impacts the productivity of the company as a whole. Lastly, and most successfully, there is the transformational view. The transformational idea of leadership is the most direct approach. It encompasses the ideas of both transactional and laissez-faire in a way that still allows for open, easy communication but elevates employees to a level of self-responsibility for their job and performance (Men, 2014). The transformational subtype is an environmental change that allows for the leader to work as a mentor, mediator, and director all the while nurturing and motivating
After thoroughly studying the book Leadership: Theory and Practice by Peter G. Northouse, I have come to a conclusion that transformational leadership style is the one that appeals to me the most (Northouse, 2013, p.185). Transformational leadership is about changing and transforming people, it is concerned with all the possible aspects involved in such process: employees' emotions and motives, satisfaction of their needs and explanation of the long-term goals. Transformational leadership handles equally well one-on-one interactions as well as influencing organizations as a whole. Transformational leadership factors are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration
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.
This is the type of leadership in which rewards are measured by performance. This leadership style believes fingers are not equal and deals with individuals team members according to their performance. Good performances are rewarded while poor performances are punished. Transactional leadership does not consider his or her surbodinates as members of his or her team but as workers who must be managed to get works done. His or her tool is "carrot and cane". If works is going on fine, he or she can use award to motivate good work or fines to punish bad work.
Transformational and transactional leadership are two leadership styles have been identified that offer profound influence on employee’ perceptions and behaviors toward management and determine followership (Mosely & Patrick, 2011). These styles are polar opposites and span cultural and organizational boundaries. At some point in their career a leader
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,
Transformational leadership is described as a person who has the ability to make followers into leaders and promote change (Roussel & Swansburg, 2009). Transformational leadership encourages staff empowerment (Roussel & Swansburg, 2009). It is thought that if staff feels empowered then they will work harder by collaborating with each other instead
Additionally, transformational leadership theory looks at leadership differently. It sees a true leader as one who can distil the values, hopes, and needs of followers into a vision, and then encourage and empower followers to pursue that vision. A transactional leader thinks of improvement or development as doing the same thing better: an organization that reaches more people, a company that makes more money. A transformational leader thinks about changing the world, even if only on a small scale (Community Tool box, 2016).
The transformational leadership theories first arose late in the past millennium when existential factors caused different organizations to re-invent and establish themselves. Many of such attempts deemed to result in widespread failure, however; those who actually succeeded in transforming these structures received great attention for their efforts. Transformational leaders are individuals who possess an innate ability to create changes in the audience’s thinking, thereby, creating a shift in their behavior as well. It is a process in which the leader attends to the needs of their followers so that the interaction raises each to high levels
The concept of Transformational Leadership was initially introduce be leadership expert and presidential biographer James McGregor Burns (About, 2015). This type of leadership requires for leaders and followers to have a connection like no other where mutual respect and trust has to be the foundation of the working relationship. The idea is that in the end everyone results benefited in one way or another. A different approach on leadership is Douglas McGregor’s Theory X and Theory Y. Managers who get involved with Theory X believe that workers need to be constantly supervised. On the other hand, Theory Y suggests that employees themselves are well disciplined and have control as of how they will achieve their goals.
Transformational leadership is a leadership style that promotes change as well as improves performance in the organization as a whole as well as on the individual employee level (Phaneuf, Boudrias, Rousseau, & Brunelle, 2016). James MacGregor Burns first introduced transformational leadership in his book titled Leadership that he authored in 1978. Burns defined transformational leadership as leadership that stems from one’s core unchanging values and beliefs. Burns believed that transformational leaders not only bring together their followers, but also positively influence their follower’s values and beliefs in a way that brings about positive change (Humphreys & Einstein, 2003).
Laissez faire is the absence of effective leadership (Yukl G, 2010). Laissez faire leaders ignore problems and follower (Yukl G, 2010) and they do not contribute to the growth of the follower ( (Northouse, 2007). Feedback, rewards and leader involvement are totally absent in this type of leadership hence reduced organisational commitment.
Transformational leaders seek to change those they lead. In doing so, they can represent sustainable, self-replicating leadership. Transformational leaders use knowledge, expertise and vision to change those around them in a way that leaves them (followers) with a buy-in that remains even when the leader that created it is no longer on the scene. Transformational leadership style depends on high levels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. This style of leadership requires the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish
“The laissez-faire leadership style is also known as the “hands-off¨ style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.”
Laissez faire leadership. The laissez-faire leadership approach is characterized as management-by-exception, or passive management (Sosik & Jung, 2010). The leader only intervenes when tasks have not
The above quote by the late Steve Jobs perfectly captures the essence of laissez faire leadership. The model is rather a paradox within the leadership theories, because of its hands-off nature. The leader and subordinate roles are almost turned upside down, making it a difficult theory to grasp.