Program Mission And Community Resources

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

Leaders are aiming to control and surveillance employees through sensible and thrifty intention (Bass, 1985). It simply requires an agreement between leaders and followers toward organization goal (Burns, 1978). In transformation leadership, leaders focus on changing followers’ moral sensibilities and potentially increasing their motivation beyond self-interest (Kezar & Eckel, 2008, p. 381). It needs more associated with outcome criteria than transactional leadership (Rowold & Rohmann, 2009, p. 42). Transformation leadership helps to build positive relationship among staff and raising their morale. In contrast, transactional leadership helps to build the fundamental structure of the organisation (Kezar & Eckel, 2008, p. 383).

Becoming a transformational leader can occur either because the leader has a model or mentor that is a transformational leader, because he/she is a born transformational leader, or through reflection. Senge (1990) wrote that “Learning through reflection is about finding the creative tension...between an understanding of current reality and a vision of desirable practice” (as cited in Johns, 2004, p. 24). In addition, Schuster (1994) noted that one who desires to become a transformational leader can cultivate certain qualities that are characteristic of such a leader: a stimulating vision for the organization, honesty, empathy, authenticity, the ability to defer self-interest to ensure that others are recognized, a holistic concern for the organization, the ability to share power with others, and the ability to develop others (as cited in Johns, 2004, p. 25). The transformational leader is also an effective communicator who persists during hard times and still has the courage to continue to move ahead even when fatigued and encountering difficulties (Schuster, 1994, as cited in Johns, 2004, p. 25).

In addition, Burns et al., (as cited by Lavoie-Tremblay, et al., 2015) defined a transformational leader as “a leader who can extend and elevate the interests of staff, who can facilitate the commitment of staff to the mission and values of the organization, and who can lead staff to rise above their personal interests” (p. 582). Further, Broome (2013) identified transformational leaders as “proactive and hold core beliefs about the potential for development of both individuals they work with and their organization” (p. 327). Samad et al.(2015), connecting transformational leadership to servant leadership and authentic leadership reported, “transformational leadership is also congruent with regards to fostering higher levels of motivation among the followers’ and leaders’ ability to visualize the unforeseen” (pp.

For these students, their academic pursuit is warded off by negatives such as being underprepared for college and not ready for the rigor of college academics (Reynolds, Lacey, Dawlah Fisher, and Kenyatta Cavil). A large portion of young black children are not going to be prepared for college life because of the athletic environment that they are placed in at a young age. College is commercialized in every aspect of the experience. Thus, for millions of black youth who aspire to becoming a professional athlete as a major goal, education matters only to the extent that maintaining eligibility to participate in sports in elementary and secondary schools through college is necessary in order to fulfill externally imposed requirements (Marvin, Dawkins). Today’s generation of a good grade is a 70 or higher. A child can carry that type of mind-set throughout their entire school experience until college approaches. The school systems are settling for mediocre and colleges are expecting exceptional. School, media, and surroundings of the young generation create this visual of these hopeful children getting into a college through athletics and mediocre academics.

Being able to see an African American athlete on T.V sounds unbelievable. A high percentage of the youth go through their entire childhood hoping and dreaming of becoming a legacy just like the people on T.V. Unfortunately, not everything they see on T.V is true and becoming like those people on T.V is nearly impossible. Therefore, the representation of African Americans in professional sports has had a positive impact in the trajectories of black adolescent’s academic readiness and pursuits. This is due to professional athletes serve as an example to young African American men. In addition, the National Collegiate Athletic Association (NCAA) requires players to maintain a certain grade point average (GPA). Furthermore, African American athletes

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.

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.

The study was conducted to test a new outreach model that required a partnership between counseling services and student-support services. The model was based on the development of sport psychology’ mental skills, namely relaxation, imagery, routines, self-talk, and concentration. Two different research method approaches, an anonymous Likert scale questionnaire, and qualitative interviews were used (Beauchemin,

According to Northouse (2016), this concept consists of the leader portraying a strong role model with strong ethical values. Since I have just been hired by the University, utilizing this transformational quality will help me develop a trustful relationship with different members of the organization. The establishment of trust will help me articulate my new ideas and recommendations toward SSU. In addition, this quality will also develop an effective communication system between me and the organizations members.

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

I have noted several weaknesses with Mr. Belcher’s organizational chart. The simplicity of the flow chart can be confusing and misleading. There was much confusion noted in the third and fourth tier. The third tier contained three positions (the Assistant Director of Residential Services, the Program Director and the Team Leader/Clinician) which according to the chart these positions are equal but their titles seem to dispute that. One may ask, is a Program Director higher in the organization than an Assistant Director. The fourth tier of the chart has the positions of 2 Psychiatric Rehabilitation Counselors and a Registered Nurse. I have noted two aspects which may lead to confusion. Firstly, one may ask why these positions are reporting

Leaders are aiming to control and surveillance employees through sensible and thrifty intention (Bass, 1985). It simply requires an agreement between leaders and followers toward organization goal (Burns, 1978). In transformation leadership, leaders focus on changing followers’ moral sensibilities and potentially increasing their motivation beyond self-interest (Kezar & Eckel, 2008, p. 381). It needs more associated with outcome criteria than transactional leadership (Rowold & Rohmann, 2009, p. 42). Transformational leadership helps to build positive relationship among staff and raising their morale. In contrast, transactional leadership helps to build the fundamental structure of the organisation (Kezar & Eckel, 2008, p. 383).

Transformational leaders are able to inspire employees to work towards a common goal by changing their expectations, motivation and perception of why they are doing the work. Transformational leaders cultivate a commitment from their employees, which encourages them to put aside self-interest to work

Transformational leaders are proactive, inspire, provide individualized consideration, intellectual stimulation and idealized influence to their staff. Learning opportunities are created, encouragement to solve problems and development of strong emotional bonds are tools transformational leaders provide. Finally transformational leaders possess integrity, vision, rhetorical and management skills, and motivate staff to aspire to goals beyond self-interest. Transactional leaders focus on setting objectives or goals and creating a reward system upon attainment of the goals. Google exhibits the transformational style of leadership that comes in part from their servant leadership style. Smith (2004) defines six components of servant leadership: valuing people, developing people, building community, displaying authenticity, providing leadership, sharing leadership the style adopted by Google leadership