Leadership

Transformational Leadership empowers or enables its followers. The leader engages with the follower in a way that both the leader and follower transcend to a higher level of motivation and morality (Nicholls, 1994).

In this intriguing Wharton Leadership Digest interview, authors James Quigley and Mehrdad Baghai talk about eight archetypes of leadership from their new book, As One: Individual Action, Collective Power (Portfolio, 2011): • The landlord and tenants – Tenants voluntarily decide to join landlords, but once they do, the boss has the top-down power, controlling access to scarce resources, doling out rewards and sanctions, and dictating the terms of tenants’ participation. • The community organizer and volunteers – The power for setting direction comes from the bottom up, but the community organizer is the glue that holds things together. Volunteers can’t be ordered around; instead, they join on their own terms if

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

Robert H. Jerry, II, Leadership and Followership, 44 U. Tol. L. Rev. 345 (2013), available at http://scholarship.law.ufl.edu/facultypub/

The United States Marine corps is America’s number one force for many reasons; our ability to protect the nation, the self-sacrifice we have endured, and our integrity. The Marine Corps has always been known for its standards of self-discipline that allows us to maintain the great quality to accomplish a mission. The Corps is a symbol of honor, it demonstrates the courage we have, and the commitment we give ourselves for greater reasons. These core values are taught to us at recruit training so that we can continue the legacy of excellence and upholding the highest standards possible. Integrity it’s not just the foundation of the military but of life. One’s integrity shows character, morals, and

Transformational leadership, also known as charismatic leadership, is based upon transforming the followers into independent and confident workers. These leaders not only want the best for their followers, but they also portray themselves in a positive selfless way. Transformational leadership is one of the most popular approaches to leadership (Northouse, 2013). Throughout this informative research paper, I am going to explain what transformational leadership is, the different theories behind it, the goals, factors, strengths, and weaknesses.

Healthcare in the United States is constantly changing and becoming increasing more complex. An essential portion of the recent Institute of Medicine report, The Future of Nursing: Leading Change, Advancing Health, focuses on the significance of nurses as leaders in healthcare (2010).

As mentioned by Northouse, P.G. (2001) transformational leadership is process in which the leader engages others, builds trust and creates a connection that increases the motivation and morality in both the leader and the follower.

In the next paragraphs we are going to examine the Leadership lessons derived from the film “THE DIRTY DOZEN” based on the LEADERSHIP CHALLENGE book by Kouzes and Posner and the Leadership model and theory they establish through their analysis. According to their model there are specific steps/functions which constitute the process of establishing an effective leadership.

Transformational leadership theory creates a positive change in their followers. This type of leadership takes care of the organizational interests and acts in the welfares for overall group as a whole. With this type of leadership, the leader increases the motivation, self-esteem and performance with their team (Kovjanic et al., 2012). Transformational leadership theory exceeds transactional leadership and rather than explaining a set of particular behaviors; it charts a continuing process by which "leaders and followers raise one another to higher levels of morality and motivation" (Antonakis & House, 2014). Transformational leadership theory is based on leadership with morals and significance, and a purpose that exceeds short-term objectives

Transformational leadership theory provides a solid foundation to address complex matters related to leaders and organizational leadership. As a reliable theoretical approach (Bass & Riggio, 2010; Judge & Piccolo, 2004), the theory’s historical and current applications in the workplace provide decades of support based on successful development outcomes of leaders and followers (Antonakis, Avolio & Sivasubramaniam, 2003; Bass, 1999; Bass 1997; Hatula, 2006; Hernandez, Long, & Sitkin, 2014; Mao & Chang, 2012; Malik, Javed, & Hanssan, 2017). One of the originating authorities of transformational leadership co-created the Multiple Leadership Questionnaire to quantitatively assess TL behavioral dimensions from multiple perspectives of leaders and followers (Bass, & Avolio,

Transformational leadership is currently the dominant leadership theory (Barling, 2010, p. 1). Transformational leaders facilitate transformation within an organization. They are driven by a strong set of values and a sense of mission. They are described as expressive, empathetic, extremely charismatic, deeply inspirational, and immensely visionary. In fact, their enthusiasm permeates an organizations culture and inspires and motivates followers to perform at optimal levels.

After a long time development and refinement, the Transformational Leadership model and instrument have been widely used, because it has several strengths as follows:

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.

Leadership plays an imperative part for the growth and success of any firm or business. Theses days leaders are more professional and they possess reasonable thoughts and plans the to change dreams into reality (Bennis, 1992). There are many styles of leadership theories to support a theory of a particular manager.There are many theories like contingency theory,Transformational leadership,behavioural theory,participative theory,management theory etc.All these theories support the behaviour of the manager in an organization (Schneider, A., & Schröder, T.,2012).Transformational Leadership is one such theory which has defined the type of leadership technique a manager uses to inspire positive changes in those who follow.These type of managers are generally dynamic,vehement,fervid. I will be using this theory in my essay to explain the behaviour of a manager. The manager I interviewed is an IT Manager working in Cognizant information consulting company in Pune,Maharashtra in India. She is a very knowledgeable and a skillful individual. She has previously worked for TATA consultancy services,Bangalore in India before relocating to Pune.Cognizant information consulting company is an IT company is an American multinational company that provides consulting and business outsourcing services which includes business & technology consulting,system integration,application development & maintenance,IT infrastructure services,analytics,business intelligence,data warehousing etc.She leads