Transformational Leadership : A Transformational Leader

Transformational leaders encourage group work, as they connect each follower’s identity and self to the project and collective identity of the corporation. They are role models for other staff and this inspires them and makes them

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

Transformational leaders have the ability to take diverse talents and viewpoints in any organization and meld them together into a cohesive, focused and highly effective force to accomplish challenging goals and objectives. The intent of this analysis is to evaluate theories of innovation and change from a leadership perspective in the first section, followed by an analysis of experiences, and finally a self-assessment of leadership skills.

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).

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.

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.

Belle Nicolai of Bocconi University, writing in the Journal of Public Administration Research & Theory, identifies four characteristics of transformational leaders:

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.

personality traits: Support for the conceptualisation of transactional and transformational leadership. South African Journal of Psychology, 38(2), 253-267. http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=a9h&AN=33720593&site=eds-live&scope=site

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.

Transformational leaders’ focus is on the relationship of the leader with subordinates through encouragement, understanding, enthusiasm, and spur, while considering the individual. The leader motivates, possesses

Transformational leadership are classified into four components which are pointed out by Bass (1990, p. 28), ‘charisma, idealized influence, inspirational motivation, intellectual stimulation and individualized consideration’. Apart from these basic roles, charisma leadership, a collection of personal characteristics, has its own role of literature since it has similarity with transformational leadership and they are contribution to each other (Bertocci, 2009, p. 43; Judge & Piccolo, 2004, p. 755). Leaders’ behaviour reflects them being role models for their followers. Followers respect, admire and trust their leaders who have charismatic effect on their followers to an extremely high grade are willing to take risks

The transformational leaders are the ones that are seen as the best leader because they have all of the charisma and they are good motivators. Barrack Obama and a few other leaders throughout history have shown this type of leadership. People that are transformational leaders are the ones that can get the best results out of people because they show a really good caring side. This caring side is a really good alluring method that draws and pulls on the reigns of people's hearts and minds. Research shows transformational leaders are the ones capable to succeed in getting the finest out of most of the persons that they are in charge of leading. These leaders work very well in politics and actually the research shows that most transformational leaders are the ones that even win the presidential elections or any type of political. Subordinates that go around examine leaders as transformational are people that are largely devoted and they have development need that are high and high needs of independence (Ansari & Mahdi, 2012). Also need dependents of transformational leaders have regularity that is advanced of information following (Dionne & Spangler, 2004).

Characteristics’ and behaviors of successful leaders are both innate and learned (DuBrin, 2013). Assessing ones personality, cognitive abilities, emotional intelligence, and behavioral characteristics assists in determining the areas in which there is opportunity to increase ones effectiveness as a leader. Utilizing the Humanmetrics Jung Typology Test, the Big Five Personality Factors, in addition to three self-assessment quizzes from the Dubrin (2013) text this paper will discuss the instruments chosen for the self-assessment and their results, personal reaction to the assessments, what the results convey regarding leadership performance, and a summary of the most significant insights gleaned from the assessment.

Transformational leadership is a style that focuses on the development of employees. In this students’ experience as a manager, employees in wanting a leader that will guide them and give them the tools needed to succeed not just delegate in order to get a job done. A transformational leader considers the desires of their employees and what they can do to accomplish their goals. A transformational leader is able to influence employees to reach goals and push themselves while simultaneously benefitting the company goals. This type of leader earns respect from his or her followers because they are empathetic and care for their employees (Northouse, 2016). A transformational leadership style is popular among employees because this type of leader displays compassion and concern for their wellbeing. This type of leader is not only passionate about the job and company but genuinely cares about the growth and development of his or her team.