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Lou Gerstner's Transformational Leadership Style

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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. In order to increase strength in the position of transformational leadership. In terms of business, Lou Gerstner, the present chairman and CEO of IBM is one of the best examples …show more content…

Furthermore, a leader can play a significant role in terms of judging and decision making in a more complex changed phenomenon. According to Cummings and Vorley (2007) to clarify and shift IBM’s culture, it needed to change its approach.

Participative Approach

The Participative approach, is often called the democratic leadership style as participative leadership values the input of team members and peers in general, but the responsibility of making the final decision relies with the participative leader. Participative leadership increases employee morale as employees make contributions to the decision-making process. It shows the employees and tends to make them feel as if their opinions do really matter. When a company/ organization is needed to make large changes within the organization, the participative leadership style promotes employees which leads to accepting changes easily because they play a role in the process. This style meets challenges when companies rely on trying to make a decision in a short period of time. IBM was forced to change its approach as it was near bankruptcy and didn’t have a plan B. Hence, Meyer & Stensaker (QUT, 2008) …show more content…

Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.
There is no best way or one strategy to manage and handle the changes. The fusion of the various approaches can be used in more for various situations, that is why it is the role of leader to find the proper approaches that be singled out into a business strategy. Producing an innovative and modern system through rapid changes can be an appropriate system in the future. Organizations must try to weigh out the level of the changes and stability to gain a greater competitive advantage. Or, it will lead then to change failure,

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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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Such interaction results in increased motivation and morality (Marquis and Huston, 2015). Transformational leadership Theory Transformational leadership uses a bottom-up approach with the followers, such approach encourage active participations and gain support from the followers in order to solve problem in the organisation (Farmer et al., 2007). Interpersonal relationship is important in Transformational leadership, and it focus on merging the difference perspective of the leaders and followers into a common cause (Sullivan, 2012). Such attribute is particularly important in implementing change such as introducing the eIMR to the department, as all the staff and managers will share the common vision, and work towards a common goal in order to successfully implement the change.

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Kotter introduced these steps to improve an organization's ability to change and to increase its chance of success (Van, 2012). When organizations follow, these steps can avoid failure and successful implement change. However, people and employees don’t always lean positive on change. When a change occurs, there will be resistances to change, but it is up to the leadership to share the vision of change and the positive outcomes they expect.

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The new leader has brought new ideas to the organization that will redesign the organization’s culture. When change occurs a plan should be implemented to ensure the change is communicated correctly and accepted well by the employees. Ultimately, when this change occurs the culture is affected. Culture changes are often difficult for the leaders cascading information downwards, because their decision making and processes for their individual department are affected (Darga, 2012). This change then causes the leaders to react and remain proactive to keep their department relevant and ensure that all task and duties are still aligned with the company’s goal during the transitional period.

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The concept of participatory leadership is based on two core principles. First, the opinions of multiple agents involved in the transformation is listened and discussed, second, these are taken into account both on the stage of the change and evaluation (Saleeby, Holschneider, & Singhal, 2016). The five major tasks for these agents are: opportunities and change readiness identification, goals and objectives determination, designing the transformation, paying attention to accountability and feasibility, implementation and evaluation (Saleeby, Holschneider, & Singhal, 2016). One of the participative leader 's roles is to create an environment stimulating

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“The study of history has been a study of leaders – what they did and why they did it” (Bass, 2008: 4). New contemporary styles of leadership have emerged that arguably are more successful in the long term (Dawson & Andriopoulos, 2014). This report critically evaluates different styles of leadership to determine if a transformational style will have a more decisive effect on employee motivation and organisational culture culminating in long term prosperity of the business. Fresh perspectives to leadership are required if organisations are to be successful in times of change while at the same time increasing employee morale (Conger, 1999). Studies done by Burns (1978) differentiates between transactional leaders and transformational leaders.

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It creates valuable and tangible change in an organization by developing employees to become leaders. The leader usually communicates the goals of the organization to the subordinates, and charts the direction that should be followed to make the much-needed achievement. The transformational leader acts as a role model who encourages and gives morale to the employees, as asserted by Mesterova, Prochazka, Vaculik, & Smutny (2015). He encourages them to build their self-confidence and increase self-capabilities to enhance innovation and creativity in an organization. A transformational leader creates a conducive environment for employees to learn and acquire new and longstanding skills to be able to bring about the much-needed change in an organization.

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.1 Introduction; Change plays an undeniable role in any organization. Most of the people to don’t approve of this change because it may change their daily routine. Employees fine it difficult to cope up with them. It should be taken care of by the management system to pass on the change through appropriate means of communication channel, and avoid any form of distortion.

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Leithwood and Jantzi (1996) defined transformational leadership in terms of a process, by which higher levels of commitment to the organization and its goals were attained. Transformational leadership was the process of building commitment to organizational objectives and empowering followers to accomplish those objectives. Transformational leaders developed the members of the organization to their fullest potential. Wheatley (1999) defined transformational leadership, as a leader’s ability to focus those within the organization on the mission and challenges faced by the organization. Yukl (1999) claimed a transformational leader articulated the vision in a clear and appealing manner, explained how to attain the vision, acted confidently and optimistically, expressed confidence in the followers, emphasized values with symbolic actions, led by example, and empowered followers to achieve the

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As mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions.

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It is opined that transformational leaders can develop trust, motive followers to perform beyond the call of duty, establish loyalty and guide followers to be willing to identify with the organization and the leaders. Hence, they are able to transform followers Givens (2008) cited by (Bass, 1985). They are viewed as role models, mentor, facilitator and teacher who are able to motivate and group followers to perform tasks. Leaders are inspirational in that they give meaning to those who perform the task which involves providing a vision or goal.

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Transformational leadership has been defined as a style of leadership where leaders can inspire and motivate those who follow. James MacGregor Burns introduced transformational leadership in 1978. According to Burns (Burns, 1978), the process of transformational leadership is one in which “leaders and followers help each other to advance to a higher level of morale and motivation. The purpose of my paper is to revisit my Comparison Matrix and compare the information from three empirical studies.

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Transactional leadership General Schwarzkopf was commander-in-chief of the U.S. forces in Operation Desert Storm, responsible for tens of thousands of troops in Iraq and Kuwait. He used the rules and regulations of the military to coordinate operations on several continents. Vince Lombardi is best known as the coach for the Green Bay Packers. Under his leadership, the team never had a losing session. He used to run the Packers through the same plays in practice over and over again.

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