Transformational leadership has extensive sweep that integrate and incorporate other leadership models. It considers the followers needs, values and morals(Suresh. A. Rajini. J. 2013).
The Philosophy of Transformational Leadership According to Grant (2012) transformational leadership is a philosophy that conveys a vision and creates action for change that focuses followers’ awareness on their contributions and mission accomplishment. Transformational leaders are known to be passionate and are able to articulate their vison to motivate followers. Roueche, Baker III, and Rose, (2014) suggest that a transformational leader is able to engage the follower in a manner that allows communication of needs to be reciprocal in nature. The process involved in the philosophy of transformational leadership, allows for the superior to coach or mentor followers. The goal would be to personalize and stimulate the follower in a manner that
In fact, leadership is a "complex phenomenon that operates across multiple levels of analysis" (Dinh et al., 2014, p. 37), and as such, a leadership philosophy generated from one theoretical perspective would lack dimensional and methodical depth. Thus, this leadership philosophy is heavily influenced by transformational and diversity leadership theories. On the one hand, transformational leadership highly emphasizes on relationships and personal attributes, such as leader-follower dyads (Backman, Sjögren, Lindkvist, Lövheim, & Edvardsson, 2017). Accordingly, much of the transformational leadership research focuses on the personal attributes of effective charismatic leaders. On the other hand, diversity leadership brings light to the contextual influences of diversity and leadership in organizations where the leader is also perceived as a linguistic and/or visible
His mom weights him to land a position by belligerence that "There are no unmoving delivers [God's] Kingdom," to which Harold fundamentally watches, "I'm not in His Kingdom" (Hemingway, 151). What's more, he's most certainly not. The world he found amid World War I had no hand of God in it. His mom then watches that the various young men "simply your age" are settling down and turning out to be "truly a worthy representative for the group". This notices back to the first section of the story, in which Harold watches a photo of himself with his clique siblings, all donning indistinguishable hair styles and collars.
It was amazing how he remembered every little detail of his experiences in World War II. When he was describing the what he saw on that beach, I thought of how traumatizing it would have been to actually be there. I think Harold, being only 19 years old, was incredibly brave and determined to fight in that battle. He was so determined that even with terrible injuries, Harold kept fighting. He only gave up when the pain became unbearable.
Transformational leadership theory has captured the interest of many researchers in the field of organizational leadership over the past three decades. Transformational leadership theory was developed in the late 20th century by Burns (1978) in his analysis of political leaders. Prior to this time much attention had been given to the examination of the approaches of leaders who successfully transformed organizations. Burns characterized transformational leadership as that which “occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (p. 20). He believed that transformational leadership could raise followers from a lower level to a higher level
In a study conducted by Jae (2014), there is enough evidence to suggest that transformational leadership is the focal point and is an effective tool for bringing about the best team behaviour and improvements in the teamwork environment. Rendering to the situational theory, diverse team conditions require a different quality of leadership behaviour from the frontrunners. As a consequence, the condition of a team may impact the quality of the leadership style and in this instance, transformational leadership, of the leader. Moreover, worthwhile behaviour and remarkable work outcomes from team members are always looked for, but in most instances, they do not always occur. Individuals normally reply well only to proper leadership styles and behavior.
Two of the theories of leadership are transactional and transformational. Transactional leadership is setting clear expectations of an individual and using rewards or punishment to achieve results, while transformational leadership is identifying the need for change and trying to achieve the change. Two Canadian public administrative leaders who show these leadership skills were Tommy Douglas and Sir George Arthur French. Tommy Douglas was able to show transformational leadership through creating healthcare, Canada-wide pension plan and bargaining rights for civil servants; while Sir George Arthur French was able to show transactional leadership by leading his men across western |Canada, and he showed transformation leadership by challenging the Canadian government. Tommy Douglas would have been seen as a great leader in the Behavioural Era due to his ability to identify the need for change and the betterment of society; however, he would have not been seen as a great leader in the Personality Era due to him alienating the Saskatchewan doctors in his healthcare implementation.
Transformational leadership ideology in sports Based om Burns’ (1978) concept of “transforming” leadership, transformational leadership theory was developed from Bass (1985). Ever since, numerous research findings as well as meta- analyses, have confirmed the connection between positive motivational results and transformational leadership (i.e Howell & Avolio, 1993; Bass, et al., 2003). Transformational leadership ideology favors shared vision, decision-making, increased responsibility for successful objective accomplishment, clear role understanding, and high intragroup communication. Wang and Howell (2010) propose that transformational leadership ideology focuses on both the individual and group level. At the individual level, transformational leadership empowers individuals to enhance self-esteem and self-adequasy, raises individual’s knowledge level about outcomes’ importance as well as enhances individual’s collective motivation and commitment (Yu, Leithwood & Jantzi,
Transformational leadership does not replace transactional leadership but rather enhances the viability of Transactional leadership from an alternate edge. (Bernard, Bass, and Riggio,