President Of South State University

They constantly practice integrity and commitment. Transformational leaders seek to engage and re-engage their followers with a high level of commitment to the vision. While transformational leaders seek to transform organizations, they simultaneously seek to transform the followers.

Bass, B. & Avolio, B. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112–121.

Transformational Leadership: Something Old, Something New, as presented in the CMJ by Lieutenant-Colonel (LCol) Peter Bradley and Dr. Danielle Charbonneau, contains views on how

The researchers reviewed related educational peer-reviewed literature, as it pertained to their study. They reviewed literature topics related to transformational leadership, best practices of educational leadership, strategies for improved school culture, and leadership styles and its impact on teacher morale. The researchers identify in their review of the literature characteristics of “true” transformational leadership to include a leader’s ability to “lead by example and have the ability to articulate goals of the organization which

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

As I take a moment to reflect on my time here, I have learned that I have traits of a Transformational Leader but that I also have room for improvement. I have highlighted areas in where I felt I needed the most improvement to become the Transformational Leader that I aspire to be. For the next three to five years, I plan to implement these changes to improve the way that I utilize the Elements of Adaptability, The Who, Stakes and Situation, Impact on Work Center Climate, and Ethical Behavior concepts. Understanding and effectively implementing these changes will make me a better leader for my subordinates, peers, and supervisors.

Hechanova, R., & Cemetina-Olpoc, R. (2013). Transformational leadership, change management, and commitment to change: A comparison of academic and business organizations. Asia-Pacific Education Researcher, 22(1), 11-19.

There were 165 students that participated in this study. The study found that transformational leadership correlates positively with student learning outcomes (Bolkan & Goodbay, 2009). Although this study included men and women, it is useful to explore this leadership style because it influences a positive learning environment. Because of the unique background and experiences of African American male students, transformation leadership styles support the change that is needed to increase student

These leaders are role models to their followers. A key ideal of transformational leadership is the readiness to test the position quo. Transformational leaders must have personality and self-confidence; with these characters it will help the leader to encourage the followers. Transformational leadership can encourage their followers in either a positive or negative way. This form of leadership can get muggy only because leaders attempt to try and change their follower’s thoughts. Additionally charisma can have a down side

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

--------states that transformational leadership ensures that each staff member is treated as an important leader in the workplace (2010). With this in mind, lines of communication are kept open to ensure that staff members are able to express their ideas and valued as contributing member of the workplace. Providing this type of atmosphere motivates staff to actively participate in the program and carry out the program’s vision. In essence, a program can not be successful on it’s own, but it takes a group of motivating people that share common goals and interest for the

The transformational leadership works to motivate the followers to put the mission and vision of the organization as the priority over their self interests. This motivation drives them towards broadened needs and development for higher potential.

Transformational leadership as defined by Bass (as cited in Gellis, 2001) is composed of multiple, yet distinct parts “1. Charisma (idealized influence, attributes and behaviors) 2. Intellectual stimulation 3. Individual consideration and, 4. Inspirational motivation” (p. 18). In a study performed by Gellis (2001), 187 clinical social workers agreed that they preferred the style of transformational leadership, and the use of encouragement seen in the transformational style was cited as having a positive correlation with increased effort. Leader X uses the transformational leadership characteristic of charisma through leading by example, in turn influencing staff behaviors. She is intelligent and knowledgeable in her position and field, as evidenced by intellectual stimulation provided during formal and informal meetings. Lastly, individual consideration is given to staff for each situation presented, and she understands how to identify key personality traits and motivate individuals by tailoring it to their work style.

Leading change within an organization is challenging regardless of the leader adeptness. Therefore, there are ten necessities to potent transformation if the organization desires a positive outcome.