Transformational Theory Transformational Theory is a leadership style applied where the leader act as changing agents in the organization which the leader itself want to change and transform the organization to become better. The leader also try to develop role and commitment to the employee toward the achievement of the organization goal. This leadership style rarely applied in the organization because most of the organization just want to maintain the current practice unless for the organization that started want to transform to become big organization. There are four elements of transformational leadership which are: a) Develop and communicate a strategic vision The leader develop new strategies and challenging vision toward the achievement of the organizational goal. The vision must be what we expect the organization in the future and then discuss together with the employee to give them clear image what they have to achieve with the new vision and strategies of the organization goal.
However when a leader in an organization, their power to served others can be effective, while on the other hand they can misuses the power for their own personal gain, their leadership is ineffective. Some qualities for ethical charismatic leadership and also their effects on followers are: considers and learn from criticism, stimulates employees to think independently and to question the leader’s views and coach, developed employees and shares recognition with their work group members. While on the other hand some unethical charismatic leadership are: promotes own personal vision, uses one- way communication and demands own decisions be accepted without question .However in order for an effective charismatic leadership there are a range of skills that must developed to their employees and these are: self-confidence, self-assurance and outstanding communication and verbal
Coaching occurs to make the employees more independent in late stages of their work. 3. Supporting in a situational leadership model: The supporting style of situational leadership occurs when the employees have low willingness but have the ability to finish the task at hand. Supportive leadership works when the employees have the ability to finish the task but lack the motivation to do it. In this style of leadership, the manager has to build motivation and confidence in people.
The behavioural approach has one major shortcoming, the two theories represent very different types of leader behaviour, yet both are shown to be effective in management. The most probable reason for this is that other variables, particularly those related to the type of tasks or the characteristics of the work group determine whether certain leadership behaviours will be effective (Reggio,2013). Task orientated leader might be better suited to one situation, whereas a relationship –orientated leader might be better in a different situation. Contingency theories go a step above behavioural theories. It recognizes that there is no one best style of leadership behaviour.
Conscientiousness is associated with being orderly, organized, productive and efficient. Conscientiousness people are goal-oriented and they plan well in striving toward their missions (Costa & McCrae as cited in Dollinger, 1995). Besides, high-conscientious individuals tend to trust more that they are doing well than they truly are (Colquitt & Simmering, 1998). People high in conscientiousness are talented, proficient, and thoughtful (Costa, McCrae & Dye, 1991). Therefore, a person who is highly competent and motivated towards excellence is more inclined to lead others and shows leadership qualities (Costa et al., 1991).
According to Daniel Goleman, there are three types of attention essential for a leader; attention on others, attention on oneself and attention on the entire world. Focusing on others and oneself cultivates emotional intelligence while focusing on the entire world improves the leader’s ability to innovate, strategize and manage organizations. An excellent leader should create a balance between these three types of attention. Therefore, directing attention by cultivating awareness is the main role of a leader. A leader will be able to make better decisions and connect with authentic self by getting in touch with their inner voice.
My previous duty assignment was at Fort Jackson, SC, I was an AIT Instructor, I taught 42A (Human Resources) to new Soldier’s, prior service Soldier’s and International Soldier’s as well that meet all the requirements to be awarded their MOS. My military training consist of Basic Instructor training, Cadre Training, UVA (Unit Victim Advocate), EO Leader (Equal Opportunity), ALC (Advance Leaders Course), WLC (Warrior Leaders Course) and Postal Operations. Everything
The execution of this theory for administration is that goal setting may be utilised as a powerful technique for encouraging workers, as long as the goals are obviously characterised and they are fair and there is a sound quality control framework in place. It is additionally critical to comprehend the way people and associations pick goals and the elements that decide responsibility towards the goals (Rollnick & Miller,
• TRANSACTIONAL LEADERSHIP Previously the leaders were more considered as transactional leaders. Transactional leader means that the leaders who use rewards or exchanges to motivate the employees for achieving the set goals (Robbins, Coulter, & Vohra, 2010). According to Kuhnert (1994) Transactional leadership differs from transformational leadership because the transactional leader does not focuses on the individuals concerns or their personal grooming but exchange things with their subordinates to accomplish the assigned goals as cited in (Northouse, 2003). There are two transactional leadership factors such as Contingent Reward and Management by Exception. Contingent Reward Contingent reward means to reward the subordinates for achieving
Third, Wright and Pandey (2010), also found that “…the greater reliance on hierarchical authority and weaker lateral/upward communication were both associated with a lower prevalence of transformational leadership behaviors” (p. 85). Thus, if the brigade commander empowers his or her followers, those followers will demonstrate the level of creativity, innovation and sense of ownership that leads to a higher performance level associated with transformational