Four Habits Of Transformational Leadership

1. Transactional Leadership

Transactional leaders have the sense of reaction instead of action; they only behave when they are essential and they do not have a sense of motivation, innovation, or inspiration. (Butler and Chinowsky, 2005, p. 121).

2. Transformational Leadership

“Arouses awareness and interest in group or organization

Increases confidence of individuals or groups Attempts to move concerns of subordinates to achievement and growth rather than existence.” (Butler and Chinowsky, 2005, p. 121). transformational leaders lead to understanding and interest in organization (Butler and Chinowsky, 2005, p. 121). They are productive and encouraging the team to do more than expectation. Leadership is about leading and doing something, and

Psychologists like Daniel Goleman in his best-selling book Emotional Intelligence: Why It Can Matter More Than IQ and Molly Mathew and Dr. K S. Gupta in their research “Transformational Leadership: Emotional Intelligence,” identified those qualities and offer them for people who want to lead a team more effective. As Mathew and Gupta explain, “Idealized influence, inspiration motivation, intellectual stimulation, and individualized consideration are the four habits that transformational leaders examine in both personal and business lives” (p. 77). Idealized influence is the ability to be a positive model for the rest of the team. Inspiration motivation is the ability that leaders have to influence the team spirit. The ability that leaders bring creativity is called Intellectual stimulation, and the ability that leaders respect and value each follower is called individualized consideration. Moreover, transformational leaders have the following four characteristics: innovating a common vision in the team, inspiring them to do more than expectations, demonstrating integrity and charisma, and building stable relationships between team members (Mathew and Gupta, 2015, p. 79). likewise, these descriptions show, there are plenty correlations between being emotionally intelligent and a transformational

Johnson Wax after many years of service as an executive vice presi- dent...used to make it a point to send handwritten notes when he noticed somebody doing something that merited recognition. The note would say, “Congratulations on a job well done,” with the letters “DWD” scrawled across the top. DWD stood for “damned well done.” When he retired, the company held a retire- ment party for him. He was amazed at the number of people who lined up clutching wrinkled yellow pieces of paper, fifteen years old, with “DWD” scrawled across the top. That little act of recognition and appreciation meant so much to the people under him that they kept those notes all those years. A seem- ingly insignificant act with a significant outcome. The lesson: It’s important to make people feel appre- ciated (Sanborn, 2006, pp.