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Transformational Leadership Role Model

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Transformational leadership:
The term transformational leadership was first used by Bass (1985), who defined transformational leadership as how leaders behave to effect on followers and motivate them to perform above the standards. In other words, it is the leader impact on his followers who are willing to respect and trust the leader. Moreover, Bass stated that trust will boost the effectiveness of transformational leadership. Bass also submitted four roles of transformational leader to create a role model and gain followers trust in retune: 1.Individualized consideration. 2. Inspirational motivation, 3.Intellectual stimulation, and 4.Idealized influence. Later, Bass's diminutions were updated by Podsakoff et al. (1990) to six factors: 1. …show more content…

Based on the response that collected from 150 employees, a positive mostly significant relationship was found between the two variable because there was an insignificant relationship between two diminutions of transformational leadership (intellectual stimulation and individualized consideration) and job satisfaction. Although employees were satisfied with their university goals and work nature, the leaders should be reconsidering the work tasks and operating condition for reaching the desired job …show more content…

Research revealed a strong relationship between trust and transformational leadership, also it was mentioned that lack of trust will negatively affect the leading process and plans success in the school.
In addition, findings of this study mentioned that reaching the desired level of trust between leaders and followers is not related with time, it is only based on several practices made by the leader himself, these practices help to enhance and evolve trust between principle and staff.
Also, it appeared that several leadership practices were adopted by principal to reinforce trust between principal and followers such as confront problems calmly, communication with professors, students, and parents, admitting to own mistakes, give trust to gain trust, take care and listening to the staff, being role model, treat everyone the same way, work hard, keep work-related things privet, sharing decision making process with their staff, and committed and true to his words.

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Their philosophy is “whatever-it takes” and delegates the frontline managers to lead “it is your business, your division, your market, your stores, your aisle and your customers (Home Depot 2009).” Finally , transformational leaders by definition seek to transform. Sometime when a organization does not transform it’s, employees become unhappy and leaders will

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Bass & Riggio (2005, pp. 4-8) explains that transformational leaders inspire their followers to exceed their own expectations and perceived capabilities and is comprised of the four components of idealized influence, inspirational motivation, intellectual stimulation and individualised consideration. DuBrin (2016, p.163) suggest that leaders in a time of crisis need to

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However, a leader is not supposed to change blindly to meet the needs of the changing situations. Transformational leadership is “a process that changes and transforms people”. A leader in a Bible study fellowship, which is grounded in the teaching of Jesus, is supposed to have a clear vision for the fellowship. By holding the core values and the vision of the fellowship as sharing the Gospel and making disciples, a leader in the Bible study fellowship transforms the students through Bible

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According to Burns, “transactional leaders approach followers with an eye to exchanging one thing for another…these transactions comprise the bulk of the relationships among leaders and followers” (p. 3) Transformational leadership, on the other hand, involves influence, of and by, both the leader and the follower. It is a process of mutual influence. Leaders not only lead, but also develop other leaders. Expanding on Burns’ distinctions, Bass (1995) asserts that “Transforming leaders convert followers to disciples…and provide followers with a cause around which they can rally” (p. 467).

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Introduction The most complex and dynamic organizations to control and to manage are the healthcare organizations. The nature and the structure of the healthcare organizations necessitate the managers to provide both the leadership controls and the management of powers to all the stakeholders in the field (Kelly 2011). Indeed, the constraints and the scope of the roles and tasks carried out to provide efficient services to the general public are so diverse that a single staff can’t operate on their own without the help of the other individuals. For proper functionality of the organizations in the health sector, coordination and the management of powers is crucial as it ensures the objectives of the firm are achieved.

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Transformational leadership has 4 factors, sometimes referred to as the 4 I 's: Idealized Influence (II), Inspirational Motivation (IM), Individualized Consideration (IC), and Intellectual Stimulation (IS). In taking a closer look at each of these factors, I will be able to figure out how to use them effectively in my future leadership role will benefit me greatly in my quest of becoming an effective leader. The first transformational factor is idealized influence (II). The leader serves as an ideal role model for followers; the leader "walks the walk," and is admired for this.

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The essence of transformational theories is that leaders transform their followers through their inspirational nature and charismatic personalities. Rules and regulations are flexible, guided by group norms. These attributes provide a sense of belonging for the followers as they can easily identify with the leader and its

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TRANSFORMATIONAL LEADERSHIP Transformational Leadership is defined as leadership style focused on effecting revolutionary change in organizations through a commitment to the organization’s vision. (Sullivan & Decker, 2001) Transformational leaders are usually given higher position and are known for their charismatic sense and ability to develop high visions and regards in the work they do. They often give their best performances due to the low morale or self esteem Example: Steve Job, Bill Gates and Ratan Tata. As the existentialist rightly said, we always have a choice, in doing what we already have done or doing that which we have never done.

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Developing yourself as a leader is a never-ending process. Even the most effective leaders must be cognizant of the different leadership styles and when to properly apply them. Within the next three to five years, I would like to develop myself in all aspects of leadership. The concepts that I identified as most valuable in the modules that we went over were team roles, the three elements of flexibility, the Air Force core values, developing airmen, and the five styles of effective negotiation. I will apply these concepts to my leadership development to work toward my goal of becoming a transformational leader.

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Transformational Approach Transformational leadership style work towards high levels of communication from a management to meet goals. Leaders are meant to motivate employees and augment productivity and efficiency through communication and high visibility. This style of leadership really does need the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals. Transformational leadership proves to be efficient not only in business, but in all other sectors where it is used.

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SUMMARY FINDING OF ARTICLE 5 : FROM TRANSACTIONAL TO TRANSFORMATIONAL LEADERSHIP : LEARNING TO SHARE THE VISION Transactional leader have been described as a leaders who are watches and searches for deviations from rules and standard, take corrective action, intervenes only if standards are not meet, abdicates responsibilities, avoids making decisions, promises reward for good performance and recognizes accomplishments. Transformational leader have been described as a leaders who are promote intelligence, rationality, careful problem solving, communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways, provides vision and sense of missions, instils pride, gains respect and trust, gives personal

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1) Question: If you were consulting with the HTE board of directors soon after Harold started making changes, what would you advise them regarding Harold’s leadership from a transformational perspective? Answer: Firstly, transformational leadership is a process that does exactly how it sounds, it transforms people. Through this sort of leadership, it is involved in being concerned with things such as standards, values, ethics, emotions, and long-term goals. If I were consulting with the HTE board of directors I would advise regarding Harold’s lack of awareness for those around himself and how that was making him an ineffective president.

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Criticism of transformational leadership whereby conceptual clarity are lacked . This is due to it had a broad range of activities and characteristics including vision creating , trust building and so on . Research shown that the components of transformational leadership are overlapping and undefined dimensions . Secondly , transformational leadership are measured whereby there are distinct factors with one another . Some of the transformational factors are not interrelated with transactional and laissez-faire factors .

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Employees’ job satisfaction refers to the attitude of employees towards their jobs and the organization which employs them (M.L. Voon, M.C. Lo, K.S. Ngui and N.B. Ayob, 2011). The impact of societal change has also placed an increased demand for more skilled and educated leaders, thus the responsibility of the leader and the leaders role has also changed within the flattening, organizational hierarchy. Teams of these professional leaders, seeing themselves as colleagues rather than in superior subordinate positions are becoming more commonplace in business today (Hobkirk A.,

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He interprets transformational leadership as a process where “leaders and their followers raise one another to higher levels of morality and motivation”. Bernard M.Bass later developed the concept of transformational leadership in much more details. According his 1985 book, “Leadership and Performance beyond Expectation”, this kind of leader is a model of integrity and fairness, set clear goals and vision, has high expectations, motivates others, provides assistance and recognition, stirs the emotion of followers, get followers to look beyond their self-interest and influence followers to reach for the improbable. Transformational leadership is often argued to be one of the most essential ideas in business leadership. Bernard M.Bass' ideas have distilled into a process that can use to become a transformational leader.

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