Bass said that transformational leaders motivate followers by making them more aware of the importance of task outcomes, inducing them to transcend their own self-interest for the sake of the organization or team and also activating their higher-order needs. In simple words, transformational leadership is based on how leaders influence and get their followers to make self-sacrifices and put the needs of the organisation towards the achievement of goals above their own interests. In order to influence, inspire and energize their follower, transformational leaders use their charisma, passion and a shared vision with their followers and obviously they tend to create a special and powerful bond with their followers. Transformational leadership is slightly different from the charismatic leadership. While the charismatic leaders are able to articulate a clear vision, model values consistent with that vision, communicate high performance expectations, and establish very strong relationships between themselves and their followers,
Before we go further, we need to define and understand what change agent is. Change agent can be defined as people who take action to change the behavior of people and systems (Schermerhorn, Osborn, Hunt, & Uhl-Bien, 2012). Therefore, the leader must be able to transform by improving the habit of people and environment to the better one. As we go through all those leaderships theory, we had identify that transformational leadership theory is the most applicable to be as change agent.This can be proved by Dionne et al,. (2003) revealed that transformational leadership positively affects team communication, cohesion and conflict management.
The purpose of Kark et al. (2003) is to investigate the relationship between transformational behavior of leaders and followers’ dependence (Kark, et al., 2003). Also, suggesting the relationship between the leaders’ transformational behaviors and followers’ dependence is interceding by followers’ relationship with the work group (Kark, et al., 2003). Dvir, et al (2002) focuses more on the positive impact of
They focused on the ethical foundations of each perspective. Transformative leadership requires a personal transformation of self and the ability to reframe how one views the world (Quinn, 1996). Transformative leaders create integrated organizations systems that add value, enhances life and benefit society. Charismatic Leadership creates a leader-follower
In essence, these two requirements are involved in emotion management. An emotional intelligent manager could observe the connection between work performance and personal feelings. Furthermore, Ashkanasy and Daus (2002) believed that it is required for leaders to inspire and motivate
A leader can achieve organizational goals by interpersonal skills to persuade, influence, and guide others. An effective leader will clarify goals, offer direction, and encourage a higher performance that has a superior product. "A leader is anyone who uses interpersonal skills to influence others to accomplish a specific goal" (Sullivan & Decker, 2009, p. 45). The certainty that successful leaders are made and not born is a behavior-based theory of leadership style. The behaviors of successful leaders are learned through a lifetime of experiences, education, and training.
Conclusion Understanding and evaluating leadership styles and theories can allow an individual to assess his or her capabilities. I admire a charismatic leader, Janet Mock, and her ability to influence and shift the mindsets of others. However, my transformational leadership style provides me with characteristics to motivate other to be more creative and efficient. I can identify certain qualities I wish to possess to hone my charismatic leadership style. Additionally, I would be a well-versed leader that has the capability to tailor different leadership styles to individual behaviors of
This essay analyses the three leadership theories and its application in the real world: situational leadership, servant leadership and transformational leadership. 2. Key Leadership Theories and its Application in the Real World 2.1 Situational leadership The situational leadership theory is developed by Ken Blanchard and Paul Hersey, which refers to the manager or the leader in an organization, who adjust his management or leadership theory to fit the development level of the employees. According to Yeakey (2002), situational leadership is widely used in the organizations by the managers to successfully achieve the organizational goals. In contrast to this, Yukl (2002) argued that this is a less substantial model as there is no strong evidence and empirical support for this theory.
Analyzing Michael Saul Dell as Leader in the Context of Transformational Leadership Theory Transformational leadership works when leaders set out to empower followers and nurture them in creating change. They act as role models for their followers, listen to them and make them have a vision (which is a focal point for transformational leadership). Northouse (2007), pp. 189 – 190 Moving on to analyze the extent to which Michael Dell’s leadership style explains the theory of Transformational Leadership using the four factors and other characteristics of the theory will help to ascertain if indeed ‘Transformational Leadership is an effective form of leadership’. (Yukl, 1999 in Northouse, 2007), pp.
The research focus the importance of delivering intervention after leadership training, not only ensure that behavior goals are achieved, but also to make sure that negative outcome for leaders is not happen in workplace after the training. In practice, these findings suggest that training designer and trainers need to be aware about the possible outcome from leadership training, the positive effects as well negative ones that are connected to behavior outcomes that may also represent. For example, by promoting the positive atmosphere that got from the training and celebrate this to achieve more positive change in transformational leadership behavior. The study stated by Bandura (2001) about social cognitive theory, reveals that leaders’ reaction to transformational leadership training includes psychological attributes as well as behavioral changes. These changes that leaders experience over period of time after the training are associated with the amount of improvement and decline that leadership experience in their behavior, perhaps they should about be able to designing training intervention that are more effective in supporting those