The Relationship Between Transformational Leadership And Work Environment

Bass, B. & Avolio, B. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112–121.

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.

The three articles used for this comparison matrix looked at transformational leadership and how it affects those in relation to each study. The three articles were all written with a different purpose in mind, with all three correlating to the same hypothesis, “How does transformational leadership affect employees/individuals in different settings?” With similarities found in topic, it was also evident that there were several contrasting variables within each article. The three empirical articles that were utilized for this comparison were as follows: Transformational Leadership in

Venkat R., K. (2002). Transformational Leadership and Value System Congruence. International Journal Of Value-Based Management, 15(1), 19.

This essay aims to look at the authors role (a third year student nurse on an elderly ward) in regards to a decision making scenario in which an eighty six year old lady is severely unwell and the decision to support discharge home for end of life care needs to be made.

Hechanova, R., & Cemetina-Olpoc, R. (2013). Transformational leadership, change management, and commitment to change: A comparison of academic and business organizations. Asia-Pacific Education Researcher, 22(1), 11-19.

As a researcher it is important that one can identify the weakness of one’s study. Limitations are the constraints of general and utility of the findings that are the direct result in which you chose to design the study and/or the method used to establish internal and external validity (Creswell, 2007). In all three articles limitations where identified. For example, article one sample size was large, however it restricted the age of the respondents, race age by 50 years, and many of the jurisdictions only having three respondents. Article one also concluded that transformational leaders may not be the result of hierarchical organizations. Article two limitations sample size was too small to create a full assessment. More qualitative research needed to be considered to explore the exact reasons why transformational and transactional leadership tend to lead companies with greater customer satisfaction (Emery and Barker 2007). Article three limitations where identified as student sampling was limited to one department of the university. In addition, more males would judge more favorable than females. Article three required more

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

A transformational leadership style along with good communication skills can be used to manage the multiples issues Hartland Memorial faces. “Transformational leadership involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders, and reward learners” (Hellriegal & Slocum, 2009, p. 301). Elizabeth and her associates should have the necessary qualities of a transformational leader; integrity, accountability, and motivation, so the staff can identify with them. The nurse manager could give nurses opportunities to demonstrate and experience leadership in their profession on a regular basis. Effective leadership is critical in delivering high quality care; equally

Over the past twenty years, an abundant body of researches have been done to review transformational leadership and transactional leadership. Burn (1978) was the first person to introduce and conceptualize the concept of transformational leadership and transactional leadership. Bass (1985) based on Burn’s concept and deepened his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional. Following Bass and Avolio (1994, p. 4) provided the idea of these two leaderships and generalized them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and transactional leadership as

Leadership can be defined as the action of influencing and guiding individuals and organizations. Good leadership can be accomplished through a variety of techniques and styles. Transformational leadership seeks to change and engage followers and the organization by creating a compelling vision, strategy, and culture. Ultimately a “transformational leader motivates followers to achieve their potential and the organization’s potential” (Weiss, 2015).

Transformational leadership depends on communication for accomplishment; communication skills and impacts will be explored later in this chapter. Additionally, transformational leaders motivate, coach, engage, and lead teams to be more innovative (Perry, 2010). According to Sofarelli (1998), in order for transformational leadership to be effective, transformational leaders are required to communicate directly to stakeholders and offer an environment that is conducive for open communication. Providing open communication within the entire organization stimulates

It is known that individuals have different types of leadership styles. Some individuals are more successful when it comes to following others and some individuals are better at leading others. Being a successful individual is not only judged by the actions of completing a task but the ability to lead others.

In this article, the researcher intends to address the motivational factor behind transformational leadership. The study indicates that transformational leadership has a direct relationship with motivating employees in a workplace if well implemented. The study also reveals how managers can achieve the above theory in a place of work. According to Grant, engagement in charismatic and visionary behaviors motivates followers, resulting in enhanced job performance. On the other hand, the research focuses on the relationships between beneficiary contact and the transformational leadership. Also, the author addresses the role of pro-social impact on beneficiary contact,