Transformational Leadership And Its Impact On Leadership

Transformational leadership is described as a person who has the ability to make followers into leaders and promote change (Roussel & Swansburg, 2009). Transformational leadership encourages staff empowerment (Roussel & Swansburg, 2009). It is thought that if staff feels empowered then they will work harder by collaborating with each other instead

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.

Servant-leaders must reinforce these important skills by making a deep commitment to actively listening to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being and said (and not said) among others. By listening with intent, followers feel understood and valued, even under pressure, the servant leader demonstrates a sense of empathy and compassion by taking the time to understand what one's body, spirit, and mind are communicating.

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.

With these two leadership theories we can have a better understanding why some leaders can have an outstanding influence in follower’s, nevertheless I believe both theories could be more useful for leaders if in the future some of their weaknesses, explained next, could be overpassed. In Transformational leadership the influence processes for Transformational is still unclear in terms of the explanation of how can the influence of leaders affect the mediating variable and how outcomes and the influence process change from one situation to another. Most theories of Transformational leadership focus on the leader’s direct influence over individuals, not leader influence on group or organizational processes and this particular interest reflects in the fact that important behaviours, mainly in the group and organizational levels (influence is unidirectional), are missing. In Charismatic Leadership most of the weaknesses overlap with Transformational leadership so I will only mention the ones associated with Charismatic

Authentic Leadership approach is kind of a leadership approach where the leader is defined as genuine, moral and character-based leaders. ( (Bill George, 2016). Authentic leaders are always true to their core values. The leader may or may not demand or request particular behavior or actions, but she will demonstrate them, and expect or imply that others will follow. According to Bill George of Huffinpost, “authentic leaders demonstrate five qualities, Understanding their purpose, Practicing solid values, Leading with heart, Establishing connected relationships, Demonstrating self-discipline.” (Bill George, 2016) Authentic leaders are people who spread positive vibes to the people whom they interact with and they also promote openness among the group.

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)

This connection paper reflects the courses I have taken throughout my study at Concordia University. In the analysis of this connection paper, I am going to review the various courses of study I have completed. In retrospect of the concept of effective leadership I have learned, there is an underlying issue; many professionals are experiencing due to the different viewpoint of politicians and school leaders in our community. The results of this connection will show the aspect of transactional leadership in any organizational setting. Transactional leadership Identifies and critique the dominant theories of social change and education, including the various assumptions embedded in conceptualizations of transformation. Therefore, it cultivates the ability to question, deconstruct, and then reconstruct knowledge in the interest of transformational learning (Mezirow,1991).

“Authentic Leadership is comprised of moral behavior that is based on a system of sound values that align with others and the organization; it is continually evolving through relationships with peers and followers. To be an authentic leader, one must be true to oneself as it relates to the collective good of others and ethically accountable” (Bishop, 2013).

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.

This paper summarizes the article written by Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Johnathan Post, and Gaynor Cheokas regarding the need for a new type of leadership in today’s social work environment, defined as Transformative leadership. The article itself varies in the definition, however in a broad sense Transformative leadership is maintaining good moral standing and sound business ethics among employees and individuals inside and outside the workplace. However, in order to reach this theoretical level of business related moral and ethical leadership known as

The three types of leadership I will be comparing are Transformational, Servant, and also Authentic leadership. Authentic leaders are self-actualized individuals who are aware of their strengths, their limitations, and their emotions. They also show their real selves to their followers. They also don’t hide their mistakes or weaknesses out of fear of looking weak. Authentic leaders are able to put the mission and the goals of the organization ahead of their

Since transformational leadership is such a powerful force for change, history has seen its fair share of transformational leaders. Leaders in sports, politics, religion and business have used the transformational style to implement their visions and change the structures around them. Examining these leaders can help understand the frameworks and characteristics of this leadership style in detail.

Transformational Leadership can be defined as a style of leadership in which the leader identifies the needed change, creates a vision to guide the change through influence and inspiration, and

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).