Leadership Essay

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Transformational and operational Leadership The development of transformational leadership concept is attributed to Burns (1978). Transformational leadership can be defined as a transition from the older views of leader-oriented theory to the newer outlooks of process-centered. Thus, transformational leadership, remaining leader focused and hierarchical in nature, provides numerous new dimensions and is important in SMEs. Important considerations of transformational leadership entail idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Idealized influence According to scholars transformational leaders are internally motivated futurists, who are in a position to ‘perceive beyond practical know-how and political exchange”. In addition, transformational leader handling change management in an SME should focus from a prototype where the initial main concern is vision recognition and behave within a construct of a prescribed moral system, offer behavioral integrity, achieve authority from a core set of values, conveys information symbolically with cohorts, and have policies that are vastly complex. Transformational leadership also requires a manager with inherent capability to become accustomed and realign the SME’s standpoint to the dynamics of an ever-changing environment. As it has been perceived by external observers who eventually become followers, these features are an incredible strength. The leader should maintain a strong attention on the SME’s positive moral responsibility. Focus on social ethics theory that centers on an organization’s affirmative moral responsibility to do “good” for every employee and not cause any harm is of essence. It is through role modeling, high moral and ethical conduct and paying attention to employees’ needs that a transformational leader will realize idealized influence

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