Benjamin E. Hermalin (Dec., 1998) showed that, People follow their leader voluntarily rather than pressure and leader has the power to change followers mind of rational agent. He make them follow blindly without justification. Transformational leader influences followers to transcend their self interests for the good of the organization and make them doing their existing task new ways and put extra effort that brings innovation in the organization. Transformational leader is creative and inspire followers to be creative to accomplish organizational goals or vision ( Robbins and Judge,2009). Karl W. Kuhnert and Philip Lewis, (Oct., 1987) states that, Transformational leadership changes followers values, needs and beliefs to improve performance and quality of performance and convert followers into leaders and may convert leader as moral agent.
Leadership is made of many components: (a) it is a process; (b) involves influence, (c) within a group context, and (d) involves goal attainment. Northouse defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal.” (Northouse, 2004, p.3) Leadership is a two way process that involves both leaders and followers. Transformational leadership involves influencing followers to reach for higher goals while ignoring their own self-interests. It allows individuals to thrive at the edge of chaos by motivating them to create ways to develop new products and ways to do business. Leaders serve as role models and communicate a clear vision to their followers.
In this report, I will analyze how and to what extend he demonstrated competencies of “taking charge”, “visioning”, “integrity”, as well as “communication and team building” through his actions. This report will also underline Mandela’s capacity to inspire and stimulate an entire population to achieve extraordinary goals. Finally, I will also focus a part of this report on analyzing François Pienaar as a leader. Mandela’s vision was based on two main points. First, he wanted to leave the past behind in order to only focus on the future.
Transformational Leadership The world of leadership has changed from focusing on qualities of distinguishing leaders and their followers to focusing on other variables, e.g., situational factors, skill levels, etc. At the onset of the Leadership theories revolution, Traditional leadership theories were clustered into different theories: Dispositional theorists taught that if one possesses certain attributes, then they could be a great leader. Behavioral theorists believed that great leadership was based on what one does and emphasized that leadership capabilities are not innate, they could be learned. Contingency theorists stressed that the ability to be a leader was dependent on various situational and environmental factors e.g., the leader’s preferred style or the capabilities and behaviors of their followers. Contemporary theorists believed that leadership was influenced by social power, context, and
A sociologist, Max Weber, used the term to describe a form of influence based not on tradition or formal authority, but rather on follower perceptions that the leader has exceptional qualities. According to Weber, perceptions of a leader as charismatic usually occur when there is a social crisis. A leader who is seen during such a crisis as providing a "radical" vision, with a convincing and achievable solution to the crisis, is seen as charismatic. A key aspect of this leadership influence is getting followers to believe in, and passionately embrace, the vision. Newer versions of this theory have developed.
Chapter Fourteen: Transformational Leadership “The first requirement for … charismatic leadership is a common or shared vision for what the future could be.” - Berlow, 1974 Transformational Leadership • Transformational leaders use their personal values, vision, passion, and a commitment to a mission to energize and move others – Charismatic leaders by definition are transformational, but not all transformational leaders are charismatic McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. Reading 39: Dimensions of Transformational Leadership: Conceptual and Empirical Extensions • The Nomological Network - Affective Commitment - Continuance Commitment - Role Breadth Self-efficacy - Interpersonal Helping Behavior - turnover Intentions McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. Practical Implications • Managers can have a powerful positive effect on employees by expressing positive encouraging messages to their staff. • Intellectual stimulation was positively associated with affective attachment to the organization and attachment based on the recognition of costs or losses associated with leaving the organization. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Leaders encourage and empower people to achieve success rather than place blame. According to the Keirsey style sorter by Mr. David and Marilyn, I found I have ENFP personality style. To understand what ENFP means and how I land under this category and why they are indicators that lead to strengths and growth areas. In next couple of paragraphs, I will discuss what they mean and recognize strength and growth areas for person of ENFP styles. Later, I will talk about my leader style and finally will combine the dimensions and form personal strength and growth areas about myself.
The relationship between leadership style and effectiveness suggested that, under condition a, style x would be appropriate, whereas style y was more suitable for condition b, and style z for condition c (Robbins et al 2011). Over the last several decades many researchers have studied into the different contingency theories. At the present time the four main theories are: Fiedler’s contingency mode, House’s Path-goal theory, Hersey and Blanchards situational theory and the leader-member exchange theory. First of all Fiedler’s contingency model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control (Robbins et al 2011). He believed that the success of the leader is dependent on their individual leadership style and orientation,
Besides,(Bass,1998) Transformational leadership motivates and inspire employee by raising their awareness of the value of the task they perform and the importance of organizational goals and by drawing on employee’s intrinsic needs. (Bass and Avalio,1994),Transformational leadership is based on the connections between leaders and other employee and effective transformational leader understand the need and motivations of others and tries to help them reach their full potential . (Bass,1990:Northouse,2004),many contemporary theorists describe leadership as a complex social process designed to influence others, facilities activities and achieve goals within the organization. (Burn,1978:Schriberg & Lloyd,2002),Burn proposed that transformational leadership involves two essential elements, first is it’s relation and second it produces real change. (Schriberg,2002),In broad term, transformational leadership occurs when one interacts
A real life example of successful transformational leadership is included. Resistant behaviour transpires when change alters the relationship and understanding between employees and the organizations mutual obligations, that are specified and definite (Wanberg, 2000). According to Albert Ellis‘s rational-emotive therapy (1977) and Aaron Beck‘s cognitive theory (1970), we arrive at a conclusion through our way of thinking (Cameron and Green, 2004). The reactions that are given to specific cases are the result of our thought process (Burnes 2003). Self concepts and values are the main determinants of our beliefs, which influence our attitudes, feelings and behaviours.