Abstract The empowerment of leadership with help of transformational or transactional theories. Transformational leadership style which inspire the individual and group to perform well and motivate them from inside to achieve the goal of the organisation. It consist of four major elements like Idealized Influence, Inspirational Motivation, Individualized Consideration and Intellectual Stimulation. Whereas in transactional leadership style they don’t develop a deep relationship with their followers. Instead they think that followers are meant to do what they have been told.
By way of the idealized influence component, Transformational leaders are thought to influence followers to develop a collectivistic orientation rather than a selfish one, to internalize moral values transmitted by the leader (Shamir, House, & Arthur, 1993). In Ebbers case there was no moral values transmitted. Things considered moral values that makes him seem a good leader are unethical because of the motive behind it. Ethical leaders are considered both “moral persons” and “moral managers” (Treviño et al, 2000). According to Treviño & Brown, 2005 “Ethical leaders are thought to be moral persons because they are honest and trustworthy, take good care of their people, and do the right things in both their personal and professional lives.
The transactional leadership emphasizes the transaction or exchange which among leaders, followers and subordinates what is required conditions and rewards to fulfill the requirements. The transformational leadership raise the moral maturity whom they lead, and convert their follower into leaders, motivate their associated, followers, subordinates, colleagues, clients to go beyond their individual self-interest for the good of the organization. There are two lines to define on leadership styles and situational contingencies styles which focused the difference between task-oriented and people-oriented leaders. Based on quantitative and qualitative leadership studies, we can found different theories such as trait theory, contingency theory, Charisma, leader-member exchange (LMX) theory which fits best for which different situation, and which style seem to be more effective such as Bass’ transformational leadership
This leadership model has been used in many organizations and training programs to inform future and present leadership ways in improve quality and characteristics to become more effective and proficient within their leadership roles. These practices are described as the following: Most people want to follow someone who is honest and authentic. One of the best ways to gain credibility is having good ethical character, being honest, and integrity (Griffith & Dunham, 2015). By possessing these qualities, you are modeling the way for your subordinates. Leaders can become role models by keeping their words and speaking truthfulness.
In order to achieve a successful leadership, a leader should possess certain essential skills. People with high affiliation needs work well with others and may be motivated by the interaction (McClleland, 1975). On the other hand, a leader has a passion to his/her work leading in the society. To be able to motivate, a leader must inspire people to respond more openly in times of problems. Leadership is the one who inspires
Here, we are going to discuss four key features that I believe will make an effective leader. MOTIVATION Motivation can be defined as “the extent to which a persistent effort is directed towards a goal” (Campbell, Dunnette, Lawler and Weick). Motivation can be described as one of the key features of a leader because an effective leader should be motivated himself, so that he can motivate people working for him to get the job or a shared goal done. Without a motivated leader, the organisation cannot perform their tasks well. A good leader should be motivated to achieve the need of power, affiliation and achievement.
It is a recent theory of leadership that argues that the most effective leaders are servants of their people. Servant leaders get results for their organization through whole-hearted attention to their followers and followers’ needs. Unlike many approaches to leadership, which offer suggestions on how top-level leaders can influence and motivate those further down the hierarchy, servant leadership puts its emphasis on collaboration, trust, empathy, and ethics. The leader should be a servant first, leading from a desire to better serve others and not to attain more power. The assumption is that if leaders focus on the needs and desires of followers, followers will reciprocate through increased teamwork, deeper engagement, and better performance.
When the team understands the daily task as well as the leader understands the same task they will learn to accept leader’s leadership style. Sharing the SMART objectives with the team members will create trust in the leader’s leadership style. Certain types of work may require different types of leadership style. If the leadership style used helps to achieve strategic goals, group members will be more likely to follow this leadership style as positive. moreover, if a manager gets positive results from his leadership style he will be preferring to use that style in the future.
The theory explains that how situational factors which interrelate with leader behaviour and personality. He trusts that leadership style is a reproduction of personality and the behaviour and also style of leadership fundamentally change. Leaders can change the situation, but not change the style of leadership. The contingency leadership model is used to define whether an individual’s leadership style is relationship or task orientated, and if the situation equals the style of leader exploits performance (House & Aditya,
Additionally, according to Bass and Steidlmeier (1999) they stated that transformational leader’s level of contribution in any organization involves the ability to drive subordinates for critical and creative thinking for innovative solutions in teams. A transformational leader utilizes and transforms the core the values of followers and conceptualize these values to boost an organizational vision and goals of (Bass