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Transformational Leadership: A Case Study

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Leadership, according to Keohane, was central to almost all collective social activity and may be defined as follows: “Leaders determine or clarify goals for a group of individuals and bring together the energies of members of that group to accomplish those goals" (Reed, 2013).
Howell & Shamir (2005) stated that leaders guiding a change must establish more relationships, connect with more sources of information, and get out and walk around more frequently. It was only by staying in touch with the world around them that leaders could expect to change the business-as-usual environment. People, who followed, must believe that a leader understood their needs and had their interests at heart. There was a consensus among researchers that leadership …show more content…

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 …show more content…

The path-goal theory was originated by Evans (1970), advanced by House (1971), and refined by House and Mitchell (1974). This theory was based on the idea that different leadership styles complemented the characteristics of the followers and the demands of their tasks. The leadership behavior styles were classified into four categories: directive, supportive, achievement-oriented, and participative. The path-goal theory integrated key elements of behavioral theory, such as leader consideration and initiating structure and expectancy theory, to qualify the contextual circumstances by which to examine effective leadership (Stoner & Freeman, 1992). The path-goal theory of leadership contended that leaders should clarify for their subordinates which path best led to the desired goal in question. Generally, this goal should be associated with certain payoffs consistent with the wants and/or needs of the subordinate (House, 1971; House and Mitchell, 1974; Stoner and Freeman,

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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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This theory makes the dyadic relationship between leaders and followers the focal point of the leadership process. Path-Goal Theory. This approach emphasizes the link between the leader, followers’ behaviors, and that of the organization, making the path clear to promote a satisfying work environment. Authentic Leadership Theory. This approach focuses on the interpersonal process that emerges from the interactions between leaders and followers.

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Leadership is a process of interactions between leader and other staff, where a leader is as a guidance that inspires other staff with vision (Marquis & Houston, 2012). A well known type of leadership theory are transformational leadership which were said has a positive

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785 Words | 4 Pages

The beliefs of the leader are usually for the benefit of the company or community. The characteristic trait of a transformational leader displays trust, confidence, belief, and inspiration. A charismatic leader inspires its follower to achieve a higher goal. The study shows how the transformational leader directs its follower to be successful by copying the format and training multiple leaders on different levels.

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Introduction The transformational leadership approach offers public sector leaders a foundational model to develop a more tailored solution that is effective for their respective organizations. A tailored approach is applying transformational leadership in a manner that accounts for the unique challenges and obstacles of the public sector. This paper analyzes how military leadership can use such a tailored approach within a specific U.S. Army unit: the 516th Signal Brigade. After an initial overview of the unit, this paper analyzes the characteristics of bureaucracy, impacts of organizational considerations, and contextual conditions that influences a public sector leader’s implementation of a transformational leadership style approach.

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Transformational leadership, “Raises the consciousness in individuals and gets them to transcend their own self-interests for the sake of others (Burns, Leadership, ppt)”. Transformational leadership is describe as having a set of moral values and having a sense of identity; which can connect with both servant and authentic leadership styles. They all have a connection with awareness and the ability to form a strong connection with their

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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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Goal of this theory is to improve fulfillment and functioning of followers (Northouse, 2016). The Path-Goal Leadership Questionnaire I scored a 21 on the directive style, 24 on the supportive style, 24 on the participative style, and 20 on the achievement-oriented style. The common score for directive style is 23 and 18 is considered low. I fell in the middle of common and low for directive style.

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Path goal theory thoroughly examined the relationship between leaders and followers. It examine how leaders motivate subordinates in pursuit of objectives. It implied that leadership is not enforced on subordinates but exercised in conjunction with them, recognising that often leadership is wanted by those that are led, not imposed on them. Path goal theory emphasise on directive leadership which involved clear command, recognise and assign tasks, indicating how and when the task to be completed and the standards expected. This is a style of leadership that is familiar to most commanders and leaders.

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Many people misunderstand the role of a manger and a leader. The purpose of this essay is to explain what path-goal theory of leadership is, to identify the four styles of leadership styles of path goal theory, and to explain when they are most appropriately used. Ogbeide (cited in Obbeide 2011) defines that no matter what type of leadership styles are practiced, leadership mainly involves a powerful relationship between leaders and followers to accomplish a specific goal. According to Williams, McWilliams & Lawrence (2017) leaders are concerned with doing the right things like getting the most output with the least amount of inputs, while managers are concerned with doing things right and completing activities so that organisational goals are attained. Organisations need both managers and leaders.

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Leaders and followers contribute reciprocally to each other to advance to a higher level of moral and motivation (Kuhnert & Lewis, 1987). Transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work towards common goal and developing their own leadership skills. Transformational leaders challenge the status quo by introducing new methods of doing something and searching for ways to do it better. These leaders can sense things that are not working more easily than other leaders; however, it could be problematic for people who resist change or risks involved (Kuhnert & Lewis, 1987). Therefore, an intellectual leader motivates and stimulates their followers through openness and self-efficiency;

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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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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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Contingency theories put forth the idea that the success of a leader hinges on the specific situation at hand. A situation can be proven effective based on the leader or the leadership style attached. The factors that would determine this would include the task, the personality of the leader and the composition of the group that is meant to be led. Its basic assumption is that leadership-success or failure – is situational. There are a number of sub-theories that fall under the general contingency umbrella.

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Through self-reflection and academic readings, I have discovered that I identify with three different leadership theories. During the first meeting in a Strength Based Leadership class, we were asked to write our leadership history. The class then began an ongoing exploration of various leadership theories. Upon reviewing my leadership history from the first class and synthesizing the information from the theories that were examined, I discovered that I most resonate with the Trait Leadership Theory, the Skills Leadership Theory, and the Path-Goal Leadership theory. These theories are leader focused, describing the process and techniques a leader uses to accomplish goals.

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