The Impact Of Transactional Leadership On The United States Department Of The Air Force

Once managers have dealt with the organizing aspect, they then change their focuses onto how they can improve their leading functions. Leading involves the formal and informal sources of influences crewmembers have to abide by to inspire action taken on by others. One way Trader Joe’s emphasizes the importance of these was by giving their employees high expectations and expecting them to multi-task without regards to their actual job description. By offering the highest paying jobs, they are able to seek more talented and motivated employees who will share a passion for the food and high quality customer service that they aim to achieve. The last aspect of the management process is controlling. Controlling is process of monitoring activities against the original plans. To achieve ultimate success in their stores, they offer a Leadership Development Program, which is designed to empower employees to make their own decision about store

Sims (2002) writes “managers motivate employees, direct the activities of others, select the most effective communication channel, or resolve conflicts among members, they are engaging in leading.”

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses just demanding what

and control in the hands of the manager. In an autocratic style of management, the leader makes all of

Leadership is a facet of management. It is just one of the many assets a successful manager must possess. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this managers must undertake the four functions of management: planning, organization, leading and controlling. In some cases leadership is just one important component of the leading function. Predpall (1994) said, "Leaders must let vision, strategies, goals, and values be the guide-post for action and behavior rather than attempting to control others". In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.

Ability to manage is another way a leader manifests and influence it subordinates. A leader must be a person that possess the following characteristics.

As Alex Knapp wrote about in his article “Five Leadership Lessons from James T. Kirk,” leadership is about constantly learning, encouraging creativity and innovation, working with team members, and understanding the competition in order to lead better and lead to greater places. Knapp observed through Kirk’s actions that the knowledge required to lead is not necessarily all the information that is needed to be an accomplished leader. A good leader will also have people on their team that contradict their views, as Knapp implied, in order to get a better perspective of the problem. Being a good leader also encompasses working with lower positions and experiencing the different types of work so that the leader will earn the workers’ trust and

Along with output control, I will enforce the process of behavior control to motivate employees through direct supervision, management by objectives, and rules and standard operating procedures. To accomplish behavior controls and improve the team’s performance, I will first set specific goals and objectives for each level of the organization so each employee feels valuable to the company. Next I will have managers and their subordinates to determine the subordinates’ goals so to ration the equity within the company. Lastly, I will have managers and subordinates review the subordinates’ progress of meeting goals every month in order to keep track of productivity and

Devine and Winter (2012, p. 25) state, “there is nothing magical about leadership, and there is nothing magical about teaching it or learning it.” They go on to define leadership as the ability to influence those who work for you to want to accomplish and strive to reach organizational goals and objectives. Those who influence others must understand the theories of motivation so that these theories can be applied, communicated and taught in order to motivate followers (Devine and Winter, 2012). Different from supervision, leadership implores the desires of those around you to want to succeed in meeting a goal through you the leader’s motivational abilities.

Management has changed significantly over the past 50 years. The role of leaders in an organization is an ever changing thing. At one point, a manager was also the owner of the company, and thus used a carrot and a stick to get his employees to work, just like a parent personally invested in the raising of their child. Not anymore. Nowadays, leaders are there to “serve” their employees. The focus is on motivating the individual, achieving organizational goals by integrating each and every individual into the system. We no longer rely on a one size fits all approach, and management theory is no longer focused on having a winning philosophy, or motivating large groups.

King Julien, Bellwether, and Bruce were some of the lower scoring leaders when it came to the trait approach analysis. Transactional Analysis may be another way to measure success in leadership as is trait approach. Animal leaders that tend to shift back and forth between ego states tend to have poor leadership outcomes. If we look again at Dory, Judy, and Skipper we don’t see very many or very dramatic shifts out their adult rational ego state. The traits that correlate with the shifting between ego states are emotional stability, openess, consciousness, and critical thinking. Emotional stability is probably the most significant out of the bunch. When a person is stressed and begins to teeter on his or her threshold of emotional stability

Many organizations and establishments have philosophies in how an organization is to be functioning and which positions are necessary to execute the plan. One of the crucial positions that make the establishment function is that of a Supervisor. The term supervisor is a word with Latin roots which means “to look over,” however, a supervisor is viewed as a person who is an immediate overseer to an employee at a workplace. The supervisor is the person an employee would directly report to for any work related situation. A supervisor plays an essential part of the management team that gives an organization purpose and leadership by being responsible for employees’ progress and productivity (Bittel & Newstrom, 1992).

A manager is an individual in an establishment who is accountable for the four operations of occupational management: preparation, coordinating, leadership, and commanding. You will observe that one of the tasks is leadership, therefore, you may presume that all managers are leaders. Hypothetically, yes, all managers would be leaders if they successfully accomplish their leadership accountabilities to communicate and encourage workforces towards an elevated level of production. Conversely, not all managers are leaders frankly, because not all managers are able to do all those elements just itemized. An underling will adhere to the guidelines of a manager for exactly how to achieve a duty because they must, however an operative will willingly adhere to the instructions of a leader because they have confidence in who they are as an individual, what they represent and

Effective supervision is a key component of managing for performance. Performance monitoring determines whether specific results were achieved, the key role of the supervisor is to ensure that organizational policies, practices and goals are implemented. Effective supervision supports a collaborative approach that builds on employees’ strengths, resulting in superior outcomes. Effective supervision promotes continuous learning and facilitates skilled growth and development through self-assessment, self-awareness as well as identifying of strengths, challenges and

Conceptually, MBO is the ultimate in participative management, since a subordinate can help establish personal objectives for their job, help determine the measurements used in evaluating performance, and receive constant feedback on progress. On the surface MBO restates the obvious. For example, Isaiah (46:11) writes: "I have spoken it, I will also bring it to pass; I have purposed it, I will also do it." Unfortunately all human endeavor is full of disasters where fundamental principles or obvious data were overlooked, ignored, or rejected.