Summary Paper “Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up.”
The Burke-Litwin Model
What is it?
According to Burke (2011), The Burke-Litwin Model was the result of some studies on organizational climate conducted by George Litwin and others in the 1960s. Around the 1980s was the time when the model started to develop because Burke and Litwin started to work with some companies that were going through some changes, the worked with Citibank at first and then with the British Airways.
The model is composed of 12 boxes that are made of variables that they believe are the most important variables for an organization. This model is
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According to Burke (2011), transformational leaders are the ones that work on the top half of the box because they are known for never leaving things the way they found it, they make a difference on things they work with.
The bottom half is referred as the transactional factor. The transactional factor is focused on day-by-day activities, like rewards and status quo, focusing on the organization’s internal environment. This half is used the most by managers, because they are the ones that are watching what is going on in the organization, how employees are performing and the climate within the organization. It is also important to know that keeping employees motivated is what keeps the organization going. The managers are always focusing on improvements and quality, while the leaders are focusing on the whole system.
How will the author use it? The author once did a group work in class, using The Burke-Litwin Model. The class were divided in two groups, each group had a different part of the model. Since the author’s half was composed of eight boxes, this half was also divided in two groups again. The example used in class was the classroom as an organization. The first box was the management practices box which was filled with encouragement, teaching and managing assignments. The second box was the structure box which was about lecture, learning, reading, writing, and applying. The next box was work unit
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
This quote shows that people can be different then they can be, people can ultimately change for the worst.
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).
Transformational Leadership empowers or enables its followers. The leader engages with the follower in a way that both the leader and follower transcend to a higher level of motivation and morality (Nicholls, 1994).
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.
A transformational leader is a person that lays his/her goals out and takes extraordinary measures to accomplish them. Their goals usually focus on the well being of the situation and their people. They strive to change the views of others and convince followers that the ethical behavior is morally correct of the leader's. An example of an exceptional leader would be Steve Jobs, the current CEO/co-founder of Apple Inc. Jobs is considered a leading figurehead in both the entertainment and computer industry. "Steve Jobs is listed as Fortune Magazine's most powerful businessman of 2007 out of twenty-five other top businessmen" (Wikipedia). Steve Jobs has made a large impact on our contemporary society due to his contributions, accomplishments
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.
A Transformational Leader is a person who assesses a country, or organization/company, and recognizes the need for a change in the entity and is able to envision what this change should be. The transformational leader not only envisions the necessary change but has the required personality and strength of character that will enable them to influence others to buy into their vision and make it their own, and hence be willing to follow the leader in the quest to bring about the vision.
Transformational leadership describes a leader moving followers beyond immediate self-interests through idealized influence (charisma), inspiration motivation, intellectual stimulation, or individualized consideration. Transformational leaders are change agents. They influence the mission and objectives to make way for a brighter future for the organization. Followers are motivated to do more than is originally expected because of their feelings of trust and respect for the leader.
That also relates to the leadership style of the transformational leader. They focus on the people as the key elements to bring change to an organization.
Transformational leadership. Burns (1978) is recognized as one of the earliest theorist on transformational leadership, who introduced transformational leadership over 30 years ago. Transformational leaders are perceived as leaders who uplift their employee morale, subsequently uplifting the entire organizational. Transformational leaders are known by their capacity to inspire followers to forgo self-interests in achieving superior results for the organization (Clawson, 2006). Avolio and Yammarino (2002) shared Bass’s explanation of transformational leadership as leaders who act as agents of change that stimulate, and transform followers’ attitudes, beliefs, and motivate from lower to higher level of arousal.
They have a strong sense of communication skills and engage people into their own vision. The have a clear understanding that people are unique and they encompass the role of mentor and or coach to the people around them. They are considered to be change agents and they encougare the people around them to be the same. They provide intellectual stimulation by encouraging curiosity, discovery, dialogue and debates so that the best ideas can emerge. Transformational leaders are a role model to people with and are said to posses a high degree of integrity and ethics, wit clear and consice understandings of their values (Inam, 2014).
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
A TRANSFORMATIONAL LEADER is a person who stimulates and inspires followers to achieve extraordinary outcomes (Robbins, 2007)It has been shown to influence organisational members by transforming their values and priorities while motivating them to perform beyond their expectations (Rowold, 2007)Increased levels of job satisfaction & reduced turnover intentions are consequences of transformational leadership. It is all about leadership that creates positive change in the followers whereby they take care of each other’s interests and act in the interestsof the groupas a whole (Warrilow, 2012)