Leadership Analysis : John Quincy Adams And The President Of The United States

As Northouse (2015) explained, transformational leadership is a process that can change and transform the emotions, values, ethics, standard, and long term goals of the people. It also involves transforming followers to accomplish more than what is expected of them. The four factors that are closely associated with transformational leadership includes being an idealized influence or charisma leaders who act as strong role models, have a high standard of moral and ethical conduct, and deeply respected by his or her followers. A leader who can inspire and motivate their followers to be part of a shared vision of the organization. A leader who can also stimulate followers to become more creative and innovative, and provide the necessary coaches and advice to the followers (p.167).

There are many components to being a leader; a strong leader has to be able to clearly communicate, to intensely inspire others to collaborate in bringing the vision to fruition. James MacGregor Burns a leadership expert introduced the transformational leadership concept he suggested that “the transforming leader as one with the ability to create visions and employ charismatic behaviors, they are purposeful and seek to understand the motivation and needs of their followers (Crowell, 2016). Not only does a transformational leader have the ability to empower and motivate others “transformational leadership emphasizes the importance of interpersonal relationships, and the goal is to generate employee’s commitment to the vision or ideal rather than to themselves” (Sullivan & Decker, 2009). According to Smith, (2011) the ultimate goal of transformational leadership is the leader and the follower to discover meaning and purpose in relation to their work, in addition to growth and maturity. There are four I's of transformational leadership " individualized influence, inspirational motivation, individualized consideration, and intellectual stimulation" (Riggio, 2014). The transformational leader causes changes in both the system and the individual. Creating positive and valuable changes in the followers with the result creating followers who will

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

One of the present and most widespread approaches to leadership that has been the focus of much research since the early 1980s is the transformational approach (Northouse, 20150211, p. 161). As its name infers, transformational leadership is a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals. It includes assessing followers’ motives, satisfying their needs, and treating them as full human beings. Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them;

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader” (John Quincy Adams). Growing up under a founding father, John Quincy Adams perceived leadership as a responsibility to inspire others rather than a position in which one simply has power over others. John Quincy Adams observed his father John Adams, who took upon a great responsibility to inspire an entire nation; a nation that is now known for freedom and opportunity. John Adam’s inspiration has come a long way, as he had the ability to lead a nation into success rather than tarnish the beauty of it. Collaborative leadership in an authoritative manner, which was seen in John Adams, is what drives one to success, as a leader should be open-minded

Transformational leadership accomplishes many of the same results among followers or subordinates. This style of leadership was first introduced in 1978 by James McGregor Burns. Transformational leadership is about inspiring others to go above and beyond expectations. There are four components of transformational leadership. Idealized influence refers to leaders as role models for followers displaying positive behaviors, including setting ethical standards and considering the

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader." This inspirational quote came from the sixth president of the United States of America named, John Quincy Adams.

Boseman, G. (2008). Effective Leadership in Changing World (pp. 36–38). Retrieved from the Walden Library databases.

World leaders such as presidents, prime ministers, and monarchs work with diligence to create impressions of confidence, charisma, and power. They are often followed by throngs of people who help to add to this image of leadership and success as a leader. This map of leadership is the map that many follow as the course to successful leading today.

Throughout history, leaders and their leadership have sculpted us into what we are today. From Alexander the Great to Winston Churchill, and all others in between and current, they impact our lives, somehow, every single

Transformational leaders express a clear vision, inspire others and work together with their team to identify common values and goals (Marquis and Huston 2009). They also recognise followers’ potential, assist them to develop their strengths and identify individual differences (Bass 2008).

Discovered by Dr. James McGregor Burns, Transformational Leadership relates to engagement and connectivity. Dr. Bernard Bass expounded Burn’s work with transactional leadership in his publication Work Leadership. Burns and Bass suggest that leaders should raise consciousness to their followers by sharing the importance of the values and goals of an organization, in turn, motivating followers to address higher management level needs. In 1985, Bass released Leadership and Performance beyond expectation breaking down transformational leadership into four parts.

In 1985, Bernard Bass expanded upon the work of Burns by attempting to determine and define how transformational leadership impacts follower outcomes. Bass postulates that transformational leaders are able to share their vision with followers and resultantly influence inspirational outcomes, and he identified four elements of transformational leadership: individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence (1985). In a departure from Burn’s belief that transactional and transformational leadership are mutually exclusive styles (1978), Bass suggests that truly effective leadership must demonstrate both transformational and transactional style (1985).

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 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).