Properly Applied Transformational Leadership Behaviors

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

Transformational theory is relevant to this study since it informs the independent variable. It asserts that transformational leadership creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole therefore contributing to overall organization performance.

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.

Sullivan (2010) indicates that leaders empower, encourage, and support others in a shared effort to achieve goals or create change. Hence, as a early childhood educator our role has a great impact in achieving such goals. Indeed, a leader has desirable traits that inspires and motivates other to work towards a vision or goal. For the purpose of this paper, I will discuss my leadership style and explain how the style motivates and influences my environment and the importance to reflect on practice.

Transformational Leadership Theory as a Guide. My leadership philosophy closely mirrors the transformational approach to leadership. Like the transformational theory suggests, I believe that true leadership inspires the team to rise above its individual components in order to reach a shared goal (Huber, 2014). Some of the individual components are areas that I have personal strength in such as: desire to learn and ability to get the job done (Rath & Conchie, 2008). Additionally, some of the components are the ability to influence and connect with others; strengths that I do not possess (Rath & Conchie, 2008). Recognition of my own personal strengths and weaknesses led me to a democratic philosophy of leadership because I realized that one

My engagement in work activates and active participation in team setting has enabled me to build great professional relationships. Of the different dynamics involved

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

During the past three decades, transformational leadership has helped to transform the workforce. The need for this type of inspirational style was recognized and explored in an original work called Leadership by James Macgregor Burns (1978). Burns believed that transformational leadership was a collaborative process that served to raise the morals and motivations of everyone involved (Leadership, 1978, 19). This type of leader works to inspire others with a goal or plan for the future. According the Marquis and Huston (2015) one of the key aspects of this style is the ability to empower others

****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

The purpose of this study was to investigate how principals’ transformational leadership, teacher dispositions of efficacy, testing integrity, receptivity to change and job satisfaction predicted teacher placement in a higher or lower math achieving middle schools in suburban environments.

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

The intent of this qualitative research is to determine if the theory of transformational leadership came become a robust and established format from which to foster the authentic needs of followers throughout organizational systems and its culture, by using a team based approach utilizing the followers input and creativity to optimize their work ethic, qualitative and quantitative product productivity.

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

They are courageously imperfect, embrace their true selves, and regularly exhibit integrity, vision, and compassion in a way that awakens and inspires others.” When the Transformational leader is courageous enough to evoke changes for their team, they are also providing intellectual stimulation. This stimulation will occur by speaking to each other, brainstorming ideas, debating topics, and discovering and encouraging new ideas. When the Transformational leader is courageous, others in their team will become inspired by their values and the ability to trust their way of thinking. In conclusion, a Transformational leader with a clear vision and courage can bring change to a team. They can inspire others with creativity and can direct a company to become innovative in their industry. Their job requires a great deal of passion when it comes to sharing your innovative ideas and vision with others. The Transformational leadership core is courage. When a leader leads with courage, their vision will be clear to their team members. All of their efforts will complete a successful product that will generate a profit for a news reporting magazine like Mucci

Transformational Leadership can play a role in creating a successful team. It can also be the process that changes and transforms people dealing with emotions, values, ethics, and standards. Transformational Leadership is the process whereby a person engages others and creates a connection that raises the level of motivation and morality in both the leader and the follower (Northhouse , 186). This applies to a team because you always have to be able to connect and motivate others