What Is Transformational Leadership And Process Improvement Training And Certification Program

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.

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

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).

Transformational Leadership: Something Old, Something New, as presented in the CMJ by Lieutenant-Colonel (LCol) Peter Bradley and Dr. Danielle Charbonneau, contains views on how

Transformational leadership is the inspire, motivate and communicate to employees the vision and goals of the organization which leads to greater efficiency and productivity. D’Alessio had characteristics of a transformational leader because she worked with talented nightclub owners to organize an exclusive themed event honoring the well-known artist and icon Andy Warhol. (Brusseau, 2012) This set the tone for the beginning of Studio 54’s future as a notorious nightclub which leads to several decades of

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

Caldwell, C., Dixon, R., Floyd, L., Chaudoin, J., Post, J., & Cheokas, G. (2012). Transformative Leadership: Achieving Unparalleled Excellence. Journal Of Business Ethics, 109(2), 175-187. Retrieved from:

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

This capstone paper explores how Transforming Leadership principles, as prescribed by Anderson, Gisborne, & Holliday, et al. (2006), can be applied to a typical law enforcement agency in order to better address common issues faced by agencies that have not identified an overarching leadership competency structure. By not adopting a set of leadership ideals agencies can find themselves not effectively addressing all of their strategic planning goals, both internally and externally, as Anderson, et al. (2006) suggests. This paper examines how the principles and formulas of Transforming Leadership apply to areas within the core curriculum of the Public Safety Administration field of study and can help assist the Suisun City Police Department mange strategic goals; including, assisting a law enforcement agency identify their core ethics, give better service to their community, develop strong group dynamics and human resources competencies, use strategic planning more completely and address Homeland Security issues more easily.

Leadership is critical when executing a strategic change initiative. By differentiating leadership and management, leadership styles and the key factors of change we can better understand what should be done to successfully lead change. Success is not obtained through leadership alone but by developing a group of individuals from all levels of the organization who work together as a team. . (Leban and Stone, 2007)

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

Similar to what our book says about transformational leadership, it can be defined as “Transformational

As defined by Katzenbach (1995), change leadership is “the process whereby individuals who lead initiatives that influence dozens to hundreds of others to perform differently—and better—by applying multiple leadership and change approaches.” Leadership alone is defined as setting a direction and developing the strategies necessary to move in that direction – that is, creating and achieving a vision – leadership is thus a process to do with change (Kotter 1999). Change leadership is critically important to the continuing success of organizations everywhere. Tennant Company understands and invests in change leadership by employing a Sr. Organization Development Manager named Annelise Larson, M.B.A. whose efforts includes setting direction, developing strategies, and leading initiatives through organizational change efforts. An interview was conducted with Annelise Larson to discuss and learn about her change leadership abilities. For the purposes of this paper, the interview questions will be shared, a summary will be provided, and five recommendations are made for Annelise Larson as a change leader.

Adams, B. & Adams, C. 2009, “Transformation”, Leadership Excellence, vol. 26, no. 2, pp. 14-15.