The Leader in Me

Industrial-organizational (I/O) psychologists- Study how people’s work environments affect them. Can help workers improve efficiency

These types of leaders, according to Avolio (1991) possess the characteristics of individual consideration, intellectual stimulation, inspirational motivation, and idealized influence. This paper will examine the outcomes that are a direct result of transformational leaders who exhibit these types of traits such as job satisfaction and organizational commitment, job stress, safety, supervisor satisfaction, team, performance, and general.

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 leadership’s influence on job performance, job satisfaction, employee attitudes, and employee engagement has been studied and compared to the influence of transactional leadership on the same. This paper compares three studies by three different researchers. Wright and Pandey (2010), Emery and Barker (2007), and Hechanova and Cementina-Olpoc (2013) conducted empirical research to determine the degree of influence transformational leadership played in each of their sample populations. This

Transformational leadership theory applies four factors for leaders to influence employees to perform beyond their abilities. These factors describes leaders that promote leadership through idealized influence, inspirational motivation, intellectual stimulation, and individual consideration (Shresh & Rajini 2013).Transformational leaders are deem as the most effective leadership style because of their character strengths as a excellent role model who leads by example and manage people based on their strengths and weaknesses to optimizes the organization performance (Shresh, & Rajini, 2013). Transformational leaders are known to reward, encourage and mentor people based on performance through inspiration, creativity, and innovation to solve problems to exceed expectation of the organization (Smith,

With each passing year a new cohort enters the workplace, bringing with it an ever-changing dynamic of talent, goals, and expectations. This dynamic must constantly be considered in all aspects of an industrial or organizational psychologists job. How does the workplace need to be adjusted to serve

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

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 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

Transformational Leadership transcends multiple situations. Leaders utilize the four components of Transformational leadership which include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (McCleskey, 2014; Robbins & Judge, 2016; Stone, Russell, & Patterson, 2004). Leaders that employ Transformational Leadership often have highly desirable personality traits that are modeled, and then emulated by followers as a method of idealized influence (Marques, 2015). The transformational leader is able to generate inspirational motivation within an individual by empowerment of the follower through communication of shared goals and sense (Stone, Russell, & Patterson, 2004). Intellectual stimulation is achieved thorough the leader engaging the follower in problem solving and innovation for solutions (Robbins & Judge, 2016; Stone, Russell, & Patterson, 2004). Furthermore, the transformational leader connects with the follower through mentorship and acknowledgement of the individual versus the team (Stone, Russell, & Patterson, 2004). To conclude, Transformational Leadership is a successful tool for managing change, as the transformational leader is able to create a shared vision, generate support for change, and successfully implement and maintain the change (Marques, 2015). Relative to the scenario, Transformational Leadership is paramount for successful change due to the engagement of the followers with the shared vision of the

Goals and incentives arestructured to drive high performance, while providing opportunity for employee’s personal and professional growth. There are four key elements/characteristics a transformational leader should possess:1) Charisma /Influence: This element provides purpose and vision for the followers; it also serves as a mode for high ethical behavior to instill pride, respect, and trust.2) Individualized consideration – This emphasize on the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the followers and listens to the follower's concerns and needs. The leader gives the support, keeps communication open and places challenges before the followers. It helps maintain the follower’s will and aspirations for self-development and intrinsic motivation for completion of assigned tasks.3) Intellectual stimulation – This enhances rational thinking, the degree to which the leader challenges assumptions take risks and solicits followers' ideas. This leadership style stimulates and encourages creativity among followers. It places emphasis on learning and sees unexpected situations as opportunities to learn. Therefore, followers think deeply about things, ask critical questions, and figure out better ways to execute their tasks. 4) Inspirational motivation – This is the degree to which the leader articulates a vision that is appealing and inspiring to followers. It explains how: purpose, expectations, and goals are communicated. Leaders with inspirational motivation challenge followers with high standards, future goals, and provide meaning for the task at hand. Followers must have a strong sense

Based on the philosophical assumptions in the seminal works, a person is stated to always be developing and dynamic, is motivated within their occupations, and is constantly interacting with their environment (Law, Cooper, Strong, Stewart, Rigby, & Letts, 1996). The way a person defines themselves will influence the person’s actions within their environment and how it is carried out through their occupational performance. While some qualities are more responsive than others, almost all of the

The opportunities to engage employees in corporate America has plenty of room for improvement based upon this survey. Towers Watson conducts the research in order to provide a benchmark to organizations each year. The survey offers engagement opportunities for sustainable engagement. Towers Watson (2014) defines effective leaders as being committed to an organization’s strategic priorities and modelling its values and culture and perform across four key dimensions and associated competencies: envisioning the future, inspiring others to follow, transforming the organization to achieve the vision, and adapting to changing the internal and external conditions (see Appendix C). Employees appreciate being motivated by the leaders of an organization,

The scholarly theory of transformational leadership was defined by Bernard Bass as a style of leadership that inspires employees to make extraordinary efforts (Bass 1985). This is accomplished through “idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration” (Deschamps 2016). This leadership theory closely represents my personal management style. Transformational leadership transforms the attitudes of employees to create an emotional attachment to the company (Pradhan & Pradhan, 2015).

Transformational leadership theory provides a solid foundation to address complex matters related to leaders and organizational leadership. As a reliable theoretical approach (Bass & Riggio, 2010; Judge & Piccolo, 2004), the theory’s historical and current applications in the workplace provide decades of support based on successful development outcomes of leaders and followers (Antonakis, Avolio & Sivasubramaniam, 2003; Bass, 1999; Bass 1997; Hatula, 2006; Hernandez, Long, & Sitkin, 2014; Mao & Chang, 2012; Malik, Javed, & Hanssan, 2017). One of the originating authorities of transformational leadership co-created the Multiple Leadership Questionnaire to quantitatively assess TL behavioral dimensions from multiple perspectives of leaders and followers (Bass, & Avolio,