Successful Affective Events Theory Of Transformational Leadership

Being a leader is always a challenge, and assuming a new command is challenging. There are a lot of expectations to me as a leader. The organization has selected me to a new position, and they believe I fulfill their standards for their leaders. The organization trust and expect me to lead, develop and achieve. My superiors and subordinates have a lot of expectations. They expect me to lead them in the best way to solve our assigned missions. In my new assignment as commander of 4th Armor Brigade Combat Team (ABCT), the main critical leadership problems are the lack of cohesive teams, ethical and work standards and the level of stress. I will through analyze explain and defend my selection of critical leadership problems and apply a model for solving them, including implementing and measuring my vision as the new brigade commander.

Path-Goal Theory assumes that leaders are flexible and that they can change their style, as situations require. The theory proposes two contingency variables, such as environment and follower characteristics, that moderate the leader behavior-outcome relationship. The leader must consider follower’s valences, instrumentalities, expectancies, equity of rewards, and accuracy of role perceptions when assessing the requirements of his followers. Additionally, personal characteristics of subordinates determine how the environment and leader are interpreted. Effective leaders clarify the path to help their followers achieve organizational goals and facilitate the journey by reducing roadblocks and pitfalls. This approach assumes that there is one right way of achieving a goal and that the leader can see it while the followers can not. This casts the leader as the knowing person and the followers as dependent, thereby limiting the development of the follower. While the path-goal theory has some validity, Bass argues that better leaders integrate a task-oriented and relationship-oriented approach (Blake & Mouton, 1964) as well as demonstrate their ability to clarify the path to the goals (Bass, 1960, 1990). Furthermore, this transactional

The first strength of Willies’ is employee engagement. This ability is important to the transformational leadership theory because “it is a motivational construct defined as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption” (Schaufeli, Salanova, 2002). An example of how Willie demonstrates this is by handing his team and employees “Survey Monkey” surveys once a quarter, measuring, them, and creating an action plan to live out the results. Willie would use these surveys as a tool to measure employee satisfaction and then meet with his team and employees to work it out in their daily job. This building of relationships between him and his employees strengthened the bond of trust which cultivated into more content and motivated employees and encourage superior

The findings show that emotional intelligence and transformational leadership can increase the performance of managers as well as their followers. The transformational leadership is based off leaders motivating employees to perform better in their organizations. The transformational leader is linked to traits such as charisma which is then linked to trust and compassion. Moreover, transformational leadership was linked with Big Five Personality Traits extraversion and agreeableness. In the study by Zafra, Martos and Garcia-Retamero (2012), they found that women have the traits of emotional repair and emotional clarity which were highly correlated with transformational leadership. Organizations recruiting more women for leadership positions could possibly benefit organizations. Moreover, the findings show that that transformational leaders can motivate their followers and may increase their commitment to an organization. The expectancy theory showed that leaders can motivate follower to increase performance if they were attracted to organizational goals (Caillier, 2014, p. 221). The attitude of the transformational leader has an importance in whether the performance of followers increases or decreases. Furthermore, the transformational leader is adept in working in culturally diverse work environments (Keung & Rockinson-Szapkiw, 2013).

Personal relationships are the foundation to a transformational leaders success. To punish is to cause pain (Brendtro, Du Toit, 2005); reward and punishment systems are causing pain to followers. Transformation leaders believe that in order to build meaningful relationships they must consider the individual, hearing the one of a kind story in each followers life (Dunkl, Jimenez, Zizek, Milfelner, Kallus, 2015). Many work environments are not conducive to this style of leadership; achievement and outcomes are valued above emotional stability. However, a psychologically healthy organization, where the leader takes a holistic approach to relationships, shows a significant decrease in stress and an increase in confidence (Dunkl, Jimenez, Zizek, Milfelner, Kallus, 2015). When leaders care about every aspect of their followers life, the follower shows gratitude by: showing up to work confidently, being motivated to exceed

Leadership can take form in a vast number of ways, from businesses to government to public speakers. Leadership can be found in nearly every species around the planet in some form. But what if you looked deeper into yourself to explore what governs you as a person? The movie Inside Out does just that, by characterizing the things that drive us from the moment we are born until the moment we die: emotions. This story follows an 11-year old girl named Riley and the 5 basic emotions that live inside her head and govern what she does: Joy, Sadness, Anger, Fear, and Disgust. A conflict occurs when her family packs up and moves to Los Angeles for a new job, and seemingly

My time in the military has shown me that I have a need for order and discipline. I want to instill this trait into my subordinates and affectively give them the tools to succeed and complete the mission both home and abroad. I lead from the front and never leave those willing to strive for betterment. My plan involves completing my degree and obtaining the knowledge level needed to effectively take care of and train my replacements in true values, pride in ownership and family values. A stepping stone is that anyone can learn from anyone, even if it’s what not to do. I challenge myself to right all the wrong styles of leadership that I have experienced throughout my career and be that exception to the policy/good ole boy club members. The Air Force can change with assistance from those willing to make the change. I have given blood for my countries ideals and know I will give my every effort to help produce the most capable and experience airmen for the purpose set by our CINC. I

Leadership: When I report to a new duty station there are a couple of rules I follow. I have learned and revised these rules over my twenty year career. Having learned that making drastic changes without knowing the current process is detrimental to the unit and to the morale of our members, I first observe and try to understand before changes are implemented. If one thing I have learned is that 99% of the time there are always a reason behind those processes and that the other 1% is the process that was implemented out of a reaction to a situation. Upon arriving at my current duty station, it was not any different, process were in place that were exactly what they needed at the time, there were also other processes that were reactionary. My predecessor was an excellent Leading Chief and he was instrumental in “turning around” the department. But as I have learned once the corner has been turned we have to reevaluate the process. In my opinion “Leadership” is an ongoing process, one that never ends and one that is constantly evolving depending on the situation and the circumstances. What I witnessed upon reporting to the unit I found a department that was extremely well run, but lacked the moral and personal interaction to make that more successful and bring out its full potential. The leadership was excellent and the Hangar was one of the best I have been fortunate to come across, but there was something missing.

Transformational leaders motivate followers by inspiring them through the articulation of a positive vision of the future, and expressing confidence in their ability to achieve that vision. Leaders exhibit role modelling behaviours, encouraging followers to identify with the values of the leader or organisation and invest extra effort in pursuit of group goals. It is theorised that transformational leaders motivate

This study focuses on the positive and negative affects charismatic leader have on their follower. The study recommends that charismatic leadership behaviors have a direct effect on the leader and subordinates’ effectiveness, effort, job satisfaction, and commitment. The authors theorized that leaders’ positive affect, positive expression, and aroused behavior will resolve conflict in leader follower relationship. Field studies concluded that workers under the command of a charismatic officer were happier than those under the command of a non-charismatic office. Study also concluded that these relationships were mediated by the leader’s positive affect and a tendency to express positivity.

Moreover, leadership is a skill that transfers over time with study, practice and research. Over the years, a great deal of and research has been dedicated to the study of various styles of leadership. Even with extensive data on the subject, many still disagree on what styles or combination of styles to use or link together in order to be effective when leading an organization. Another study( Dierendonck, Stam, Boersma, De Windt, & Alkema 2014) specifically focusing on comparing servant leadership and transformational leadership is another way to explore and link the differential mechanisms to followers expected outcomes while applying pathway leadership and transformational leadership styles to be effective leaders. The application of these styles are essential if the leader’s desire is to ensure that their followers achieve measurable goals. So, the first measure used to evaluate leader’s behavior was included in many response items that analyzed the relationship between transformational leadership and leader outcomes. Bass (1988) notated a bias between the ratings of subordinates and leaders behavior. Nevertheless, all the methods and approaches yielded valid results as noted by each study, but there was only a small amount of evidence that supported the theory that followers of transformational leaders are more committed to their organizations and followers are content with their

The conclusions drawn from the research can assist with leader success; however, as acknowledged by the authors, the results of their study are limited since there are many facets of this topic worthy of further explanation. For instance, the followers who participated in the study used self-report instruments, with researchers relying on their honesty. It may be possible, when self-reporting for the emotional state of the follower to influence the results. Additionally, individuals have the capacity to display a wide range of emotions, although differences in follower reactions to a variety of emotions shared by leaders was not covered in this study. Since this is not covered in the study, it is unclear how a follower’s reaction would change between a display of confidence or vulnerability. Along these line, the intensity or perceived intensity of a leader’s emotions is also not studied.

It is far too common in potentially successful businesses, that high-ranking executives feel the need to assert power over their peers. Dictatorship within a business setting often leads to a higher rate of employee turnover, and has the ability to impede on organizational productivity. Throughout this paper, I will note several studies that have proven that transformational leadership boosts employee motivation. Unlike transactional leadership, the transformational leader promotes a basis of mutual respect among all coworkers, regardless of rank. True leadership means being open to organizational change in order to foster positivity. By consistently making an effort to improve employee morale, a true leader quietly nurtures motivation, shifting the hardest working employees in to the best-fit positions, offering praise and encouragement along the way.

The publisher shows the relationship between the variables through the application of OLS regression. Through this technique, he finds that transformational leadership is positively correlated to supervisor performance on a higher beneficiary contact. However, with little beneficiary contact, the variables negatively correlate with one another (Grant, 2012, p. 467). By doing so, the pro-social impact directly enhances both supervisor psychological performances. Based on this evidence, the researcher concludes that the perceived pro-social impact mediates the interrelation among transformational leadership and follower performance at all the levels of beneficiary contact (Grant, 2012, p. 470). Therefore, both transformational leadership and recipient contact motivates fans to show outstanding performance as indicated by the research.

The effects of transformation and transactional leadership and attitudes (Aarons, 2006) showed me a positive correlation between the two. According to this article, positive leadership roles lead to positive attitudes in a workplace. In our current prediction of our study, it can be shown that leadership and attitudes had a positive correlation.