Leadership Theories Of Transformational Leadership

Transformational leaders encourage group work, as they connect each follower’s identity and self to the project and collective identity of the corporation. They are role models for other staff and this inspires them and makes them

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

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;

The transformational leader needs to direct people towards where they want to go and where they need to be in order to achieve the vision (Luzinski, 2011, p. 501). According to Luzinski (2011), success occurs when followers and leaders learn from each other, coming to a common understanding and establishing shared values, not because followers dutifully agree to listen (p. 502). Successful transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

transformational leaders can greatly impact the performance of a workforce by emulating the characteristics of charisma, scholarly attributes that created stimulation, and thoughtfulness for each individual. The products of transformational leaders that lead their organizations in this manner result in improved customer service and a more positive work environment.

Finally I utilized the Transformational Leadership Theory by motivating team members to buy into and deliver the vision (Burns, 1978). Our vision is simple with one point reiterated daily, we are here “to help those most in need”. Every concern, suggestion or compliant is meet with how does this benefit our patients? This was initially established by Leader A, with the organizations leadership team then communicated to the clinicians at the bedside. Our conversations begin with, I have an excellent plan that will benefit our patients. The team members receive credit and acknowledgement for every solution, and if an idea fails I ask them to help revamp the previous unsuccessful initiatives. The vision belongs to everyone and our organizational success is shared amongst everyone.

Transformational leaders’ focus is on the relationship of the leader with subordinates through encouragement, understanding, enthusiasm, and spur, while considering the individual. The leader motivates, possesses

****Granted, every quality associated with transactional and transformational leadership may not easily serve the needs of the ethical public-sector leader. For example, risk-taking and commitment are elements of transformational leadership; however, Dobell (1989) argues that there are systemic reasons as to why public-sector leaders tend to avoid risk and sustain the status quo, and also that the attempts by public officials to satisfy various groups may be perceived as a lack of commitment and inconsistency. Nonetheless, other qualities such as honesty, optimism, fairness, inner direction, and the motivation of followers can add to the ethical climate of public-sector organizations. Thus, a public-sector leader who focuses on specific aspects of both

Transformational leaders would go through different stages of psychological testing how they behave and act. The testing has shown the improvement and change reactions of those who have been through testing. Despite the changes of some leaders, there were those whose leadership behaviors were not changed. The purpose was to see if their behaviors could and would help motivate their subordinates. Transformational leaderships have shown that they could motivate their followers to surpass their own self-interests to a much high level than the leaders. The behaviors of the transformational leadership will continue to have major changes on the performance of the followers. Transformational leaders have responsibilities and will continue to have positive impact to organizational culture, subordinate performance and

Out of all the different leadership theories I learned about this semester I really feel that I best relate to transformational leadership and authentic leadership theories. During the development of my personal theory I found that these theories tended to list many similar traits, and values that aligned with my own. Additionally, both authentic and transformative theories place a significant amount of emphasis on the relationship between the leader and her/his followers. The success and influence of a leader comes not from herself but from her ability to create and invoke strong relationships with their followers. Given my character strengths of sociability, integrity, assertiveness, and my drive to connect to others on a deeper level, I value both the authentic and the transformative leadership theories.

This paper summarizes the article written by Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Johnathan Post, and Gaynor Cheokas regarding the need for a new type of leadership in today’s social work environment, defined as Transformative leadership. The article itself varies in the definition, however in a broad sense Transformative leadership is maintaining good moral standing and sound business ethics among employees and individuals inside and outside the workplace. However, in order to reach this theoretical level of business related moral and ethical leadership known as

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.

Transformational leaders lead with inspirational motivation, intellectual stimulation, new perspectives and individualized concern. It is not rare for a transactional leader to question old theories and

As stated by Northouse (2013) "transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower" (p. 186). The transformational leadership theory focused on bringing about organizational change through the motivation and inclusion of it 's employees. Transformational leaders attempted to bring about that change in the organization by changing and transforming employees. This leadership style encourages and influences followers and focuses on them as people, not just followers or employees.

Fundamental differences in leadership styles are clearly existent. The transformational leader is one who displays dedication, perseverance, and a purpose for action within the organization. This style of leadership infers the leader is respected, trusted, and admired by the employees of the organization. Moreover, this style of leadership requires moral and ethical dedication that projects the group and