Adaptive and technical challenges combined and adaptive challenges alone can be remedied with leader behaviors, like regulating distress and protecting leadership voices below, that encourage followers to continue to strive for their best and essentially the good of the organization also. Adaptive Leadership has two focal strengths relevant to this philosophy and validate its inclusion in this analysis. First, this style, unlike other theories, is follower-centered and leaders provide the tools necessary for followers to grow and as a result, the whole organization grows (Northouse, 2016, p.275). Lastly, Adaptive Leadership provides instructional behaviors anyone can learn that can facilitate positive, adaptive change (Northouse, 2016,
Theoritical Framework The researcher adapted the theory of Burns where leaders and followers engage in a mutual process of raising one another to higher levels motivation. This raised the bar by appealing to higher ideals and values of followers. This encourages people to collaborate and work as a team. Below is the illustration of transformational leadership theory that explains that if leaders have these characteristics or behaviour and able to convince the people in the organization, success would be possible. With these perspectives, a leader must possess necessary traits or character to influence others to run the organization or the unit effectively.
What are the qualities of an effective leader? As well as providing direction, inspiration, and empowerment, effective leaders evince courage, passion, confidence, dedication, and aspiration. They stimulate the strengths and talents of their followers and build teams committed to attain common goals. Being insightful can help a leader be more effective in communication to know the needs of their team. The most effective leaders have goals in common with their followers.
Transactional and Transformational Leadership Both concepts of the theory are built upon the reciprocity relationship between leader and follower. In contrast to the transactional leader who practices depending reinforcement of followers, the transformational leader inspires, intellectually stimulates, and individually considerate their team (Bass, 1999). At the core of transformational approach it is emphasize the both on leader ability to motivate and empower follower as well as in the moral dimension of leadership – it is about winning the mind and the heart (Bolden et al., 2011, p.31). The commitment building of this type of leadership is not only from the precise goal setting and evaluation but also through caring and inspiring the team.
However, leadership is ultimately more important because leaders set the standards for followers. 2. Leadership is more important than followership for many reasons. Leaders are the foundation for the trust of followers to produce high quality results. Without establishing trust, followers may take matters into their own hands.
It is pervasive in its influence of people and performance. Significant effort is often invested in creating the right culture. A pro-development culture values and encourages development. It is characterized by sponsorship and leadership support for development. To capitalize on their coaching investment, organizations must work to nurture this type of pro-development culture.
Transformational leadership: The term transformational leadership was first used by Bass (1985), who defined transformational leadership as how leaders behave to effect on followers and motivate them to perform above the standards. In other words, it is the leader impact on his followers who are willing to respect and trust the leader. Moreover, Bass stated that trust will boost the effectiveness of transformational leadership. Bass also submitted four roles of transformational leader to create a role model and gain followers trust in retune: 1.Individualized consideration. 2.
Firstly, the transformational leader has an idealized influence. A leader’s charismatic that involved the followers’ respect and trust which leads to the followers’ loyalty. The second characteristic is as an inspirational motivation. A transformational leader always inspires others in creating new ideas and finding the best ways in achieving goals which have been designed from the start. The followers will believe in their abilities and optimist about the future as the leaders have encouraged them.
High impact professional learning is a collaborative group of individuals working to improve practice and more specific to education, to improve student achievement. Servant-leaders understand that in order for individuals to be successful they must develop into their best selves. Once this is in progress only then can individuals share themselves as a resource for others. Fullan (2014) describes the benefits of leaders that invest in “human capital” and acknowledges this as one dimension of the leader’s role within the organization (p.70). He goes on to make clear positive connections between human capital and high impact professional learning.
There are four main core theories in Leadership; they are “Trait” theory, ‘Transformational’ theory, ‘Situational’ theory and ‘Behavioral’ theory. “Trait” theory refers to people who born with certain specific characteristics; Surgency, Conscientiousness, Agreeableness, Adjustment and intellectance. People born with these characteristics can become a leader easier because they already have what basic requirements of a leader. The trait theory focused on analyzing mental, physical and social characteristic to gain more understanding of what is the characteristic or the combination of characteristics that are common among leaders. Transformational leadership refers to the leader moving the follower beyond immediate self-interests through idealized influence (charisma), inspiration, intellectual stimulation, or individualized consideration.