Transformational Leadership Paper

Ms. Hogan was against this method of leadership style and decided to change. She shifted her office to second floor, where she could see the factory herself and made it easier for the employees to come to her office. The workers were surprised by her actions. She then established different groups for different goals where each group held meetings two times a week one with and one without Hogan. She wanted to motivate the employees by giving them a plan to reach their goal.

The transformational leadership style is a more contemporary style of leadership (Dahlkemper, 2013). The work by Burns (1978) gave the leadership style currency and lead to further nursing leadership research, “due to their emphasis on relationships as the foundation for effecting positive change our outcomes”(Cummings, 2010). Leadership can be defined as “a process whereby an individual influences a group of individuals to achieve a common goal”(Northouse, 2004) Transformation leadership works by creating a vision which usually correlates with the organisation and promotes motivation (Hutchinson, 2013; Murphy, 2005). This leadership style is one of the more popular styles used in the work place as it works by empowering and motivating employees

Transformational leadership focuses on what the leader should accomplish, yet it pays attention to the leader’s personal characteristics and their relationships with other groups. The transformational leader helps bring many changes to the group. To illustrate, the transformational leader develops and transforms people by focusing on a routine which meets the standards of the group. Therefore, as a leader I would transform my team to help people look beyond their self-interest and understand their need to change themselves. As mentioned previously, there is nothing wrong with change especially if it has been applied correctly. Change can bring greatness to the team, business and the individual because they are learning to better themselves

Consequently, In case study Christine did not have a clear expectation for her team due to lack of communication. There was a conflict that involved Mike nevertheless, it was not discussed with the other team member by Christine, in my opinion, she failed as a leader not to address the problem directly and the team was unable to reach it's full

My lack of experience in a leadership setting will show when I do become a manager. Transformational leadership is based on experience and development of leadership qualities. In order to remedy this, I need to actively try to get into a leadership position, either within my current company or somewhere else. I am also going to continue to be a source of leadership for my current co-workers. I always volunteer for tasks that a manager would do when my team lead is gone. These tasks include dealing with upset patients, trying to resolve conflicts between coworkers, developing strong relationships with my coworkers, and being a source of echo knowledge for the lab when they need it. All of these tasks develop my transformational leadership skills, even though

Transformational Leadership revolves around democratic management style where a leader initiates motivational strategies that have immense implications on the performance and behaviours of the subordinates. A transformational leader is a proactive, risk taking person who has the ability to inspire his or her subordinates to take up challenges and move forward thus increasing their productive efficiency. Thus, a transformational leader emerges as a role model for his subordinates by practically practicing what he expects from his subordinates. I worked in an organization where the employees were not giving their full potential as they became demotivated under a highly autocratic manager who later left the organization. The new manager was more democratic and adhered to a transformational leadership style. He adopted the Management By Objectives approach and showed confidence in his subordinates by delegating greater authorities to lower levels. This approach showed remarkable improvement in the productive efficiency of the subordinates (Rowe & Nejad, 2009).

Transformational Leadership: Transformational leadership is a leadership style where follower goes after a leader because of qualities like trust and sincerity. The stronger these are, the greater support they have for the leader. Because of these qualities of the transformational leader, followers are willing to work harder than originally expected. This transformation occurs because the transformational leader offers followers something more than just working for personal gain, and provide inspiring vision to the followers and give the meaning to the assigned work.

Productive transformational leadership abilities can easily be developed. A transformational leader has a trustworthy relationship with their followers. Having a strong bond between a leader and their followers can influence more productivity and incorporate more ethical practices. With this bond, the follower tends to put their best foot forward, taking full accountability for their actions because there is a sense of trust and honor. There are four dimensions of transformational leadership, which are “idealized influence, inspirational motivation, intellectual stimulation and individual consideration” (Pradhan 228). Ideally, a leader should be a role model in order to influence others. Typically, a role model is a person that is looked to by others to be imitated, one that is easily accessible and a go-to person to communicate with. The connection between the leader and followers is an important facet to guide the followers to succeed in their end goal. A positive relationship can lead to inspirational motivation, the second of the four dimensions of transformational leadership. Depending on the situation, inspirational motivation can be developed by breaking down and causing the follower to be unselfish. Motivation starts with looking at the “big picture” in life and seeking out what is necessary to achieve it. Motivated people on average are more successful and perform better than others that lack motivation. Leaders with substantial goals and visions encourage and

As leadership is ability to influence, motivate, and enable others to contribute towards the effectiveness and success of the organizations of which they are members. Leaders use influence to motivate followers and arrange the work environment so they do the job more effectively. To start with transformational leader, transformational leadership is a leadership perspective that explains how leaders change teams or organizations by creating, communicating, modelling a shared vision for the team or organization, and inspiring employees to strive for that vision. This is a process where leaders and their followers raise one another to higher levels of morality and motivation. Transformational leadership is a model of integrity and fairness. It encourages others and gets people to look beyond their self-interest. The most significant of transformational leaders is to inspire great loyalty and trust in their followers. They have high expectations and inspire their people to reach their goals, particularly change the organization to fit environment. There are four key elements of transformational leadership, including build commitment to the vision, model the vision, develop a strategic vision, and communicate the vision. At first, build commitment to the vision by communicating and modelling the vision and through employee involvement in shaping the shared vision. Secondly, modeling the vision is to symbolize and demonstrate the vision through behaviour and made employees trust

Leadership, power and influence is a theme within management that is constantly developing overtime. Leaders are continuously developing new and innovative ways to empower their followers in order to get the best out of them.

obvious to Linda that she was going to be made out to be someone who

According to our text, “transformational leaders influence, inspire,move and literally transform followers to achieve organizational goals beyond self-interests (Burns, 1978), thus initiating and bringing about positive change” (Weiss, 2011). A transformational leader can take an employee base, purvey a vision to them and motivate them to see that vision become a reality. Transformational leaders are successful due to their ability to influence followers. The use of four behaviors aid them in obtaining the followers willingness to increase their efforts to attain the goals set out by their leader, they are: idealized influence, inspirational motivation, intellectual stimulation and

Power and influence theories of leadership take an entirely different approach – these are based on the different ways that leaders use power and influence to get things done, and they look at the leadership styles that emerge as a result.” (Mindtools.com, 2014)

Transformational leadership is further defined as one that facilitates a redefinition of a people's mission and vision, a renewal of their commitment and the restructuring of their systems for goal accomplishment. It is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents. Hence, transformational leadership must be grounded in moral foundations.'

For example, Afza (2005), concluded that employee’s job satisfaction is positively influenced by reward and referent power bases. Another major contribution is of Elangovan and Xie (2000), who had found a positive association between subordinate’s satisfaction and reward, legitimate and referent power bases. According to the results generated by Nadaee et al. (2012), there is no significant relationship between reward power and employee’s job satisfaction. In general, it is possible for a person to possess all of the sources of power at the same time. In fact, the most powerful leaders like those mentioned previously-have sources of power that include all five forms. Generally, the personal sources of power are more strongly related to employees’ job satisfaction than are the organizational power sources. One source of organizational power—coercive power—is negatively related to employee satisfaction, commitment, and job performance (Lunenburg, 2014). Referent and expert powers were also seen as important; offices that had managers ranking high in those powers tended to have respondents with higher job satisfaction and better performance (Stichman, 2002). Reward and coercive powers were deemed least important, and both had negative relationships with job satisfaction and performance (Stichman,