The unpredictability of the business environment has resulted in organisations encountering numerous challenges and changes due to globalisation, technological development and intensive competition (Hanaysha, Khali, Sarassina, Rahman, & Zakaria, 2012). Organisations around the world are in search of leaders who can lead the organisation towards profitability and greatness (Chully & Sandhya, 2014). The leadership style adopted by an organisation plays a considerable role in the direction, future and success of an organisation (Chully & Sandhya, 2014). An effective leader who has the capability to optimise the organisation’s resources, motivate employees and manage their activities towards accomplishing an organisational goal is desired (Thamrin, …show more content…
Transformational leadership is positively associated with the performance of subordinates (Cavazotte, Moreno, & Bernardo, 2012). Transformational leaders can influence followers’ performance by (1) assisting subordinates to become aware of the importance of expected results; (2) asking subordinates to prioritize others over themselves; and (3) transforming subordinates’ level of needs (Thamrin, 2012). Bass and Avolio (1994) state that transformational leadership can motivate, influence individuals’ behaviours and attitudes, and improve performance. Transformational leaders focus on aligning followers’ desires and aims with that of the organisation and this fosters organisational commitment and motivates individuals to perform. Transformational leaders increase followers’ intrinsic value of performance and confidence which results in higher levels of motivation, equipping employees with the potential to perform beyond expectations (Burns, 1978; Cavazotte et al.,
The followers have the least chance to question the leader, and their concern can easily be under valued. It is distinguish characteristics in the leader, which have potential to be abused. There is complexity in it. Transformational leadership is a conglomerate of various leadership characteristics which not be easy learn. Such transformational leadership weaknesses could improve the leader integrate more servant leadership elements.
To bring a change in education we need leaders to be ambitious, inspirational, transformative and visionary. Leaders who consider bringing hope and empowerment to create a fair social society have to work within a political and bureaucratic system of the 21st century (Shields 2010). There is a vast amount of literature available regarding leadership in education, in term of policies and roles of leadership in schools (Gunter 2009). Gunter (2009) believes leadership in education lies within four different positions e.g. critical, humanistic, instrumental and scientific.
Introduction The most complex and dynamic organizations to control and to manage are the healthcare organizations. The nature and the structure of the healthcare organizations necessitate the managers to provide both the leadership controls and the management of powers to all the stakeholders in the field (Kelly 2011). Indeed, the constraints and the scope of the roles and tasks carried out to provide efficient services to the general public are so diverse that a single staff can’t operate on their own without the help of the other individuals. For proper functionality of the organizations in the health sector, coordination and the management of powers is crucial as it ensures the objectives of the firm are achieved.
The authors further goes on to say that, only few of the leaders have tried to know what kind of leadership style they implement and what are their action logic, which is the most essential quality that makes a person a good leader. Only few leaders have understood their action logic and have explored in making attempts to change while there are many leaders who do not know their action logic which is one of the major reasons for being an ineffective leader.
TRANSFORMATIONAL LEADERSHIP Transformational Leadership is defined as leadership style focused on effecting revolutionary change in organizations through a commitment to the organization’s vision. (Sullivan & Decker, 2001) Transformational leaders are usually given higher position and are known for their charismatic sense and ability to develop high visions and regards in the work they do. They often give their best performances due to the low morale or self esteem Example: Steve Job, Bill Gates and Ratan Tata. As the existentialist rightly said, we always have a choice, in doing what we already have done or doing that which we have never done.
According to the movie “Facing the Giant”, Transformational leadership theory can be clearly seen in the coach, Taylor. At the very beginning of the movie, the team, Shiloh, had lost their main player, Darren, this made the team become panic, frightened and their football level start dropping. After that, Taylor started to change his mindset, he start believing in his religion, speaking to his God and changing his attitude on facing problem. After all, he start to influence his followers, all the members of the football team, by changing their values, beliefs and attitudes. He set a new philosophy for the whole football team which is playing football is just only for win but also to give all out in the game and enjoy the game.
One of the most popular and modern approaches to leadership that has been explored since 1980s is the transformational approach. Transformational leadership has been the part in the “New Leadership” paradigm (Bryman, 1992), and is oriented at charismatic and affective elements of leadership. As the term implies, transformational leadership incorporates the changes and transformations both in the leader and his/her followers, thereby responding to the followers’ needs and motives, values, emotions and ethics. The term transformational leadership was first created by Downton (1973).
Bass & Riggio (2005, pp. 4-8) explains that transformational leaders inspire their followers to exceed their own expectations and perceived capabilities and is comprised of the four components of idealized influence, inspirational motivation, intellectual stimulation and individualised consideration. DuBrin (2016, p.163) suggest that leaders in a time of crisis need to
1) Question: If you were consulting with the HTE board of directors soon after Harold started making changes, what would you advise them regarding Harold’s leadership from a transformational perspective? Answer: Firstly, transformational leadership is a process that does exactly how it sounds, it transforms people. Through this sort of leadership, it is involved in being concerned with things such as standards, values, ethics, emotions, and long-term goals. If I were consulting with the HTE board of directors I would advise regarding Harold’s lack of awareness for those around himself and how that was making him an ineffective president.
The concept of transactional leadership seems to have its origins in the work of Downtown (1973) when he contrasted transactional from transformational leadership to account for differences between revolutionary, rebel, reform, and ordinary leaders (Bass & Avolio, 1990; Leithwood et al., 1996; Silins, 1994). However, systematic research into the nature and effects on transactional leadership in different work organizations seems to have taken firm roots following the work of Burns (1978), who distinguished two forms of leaders, that is, transactional and transformational leaders. According to Burns, the main distinction, and the central feature, of transformational and transactional leadership is based on the process by which leaders motivate
Transformational Leadership As described by McShane and Von Glinow (2015)
“The study of history has been a study of leaders – what they did and why they did it” (Bass, 2008: 4). New contemporary styles of leadership have emerged that arguably are more successful in the long term (Dawson & Andriopoulos, 2014). This report critically evaluates different styles of leadership to determine if a transformational style will have a more decisive effect on employee motivation and organisational culture culminating in long term prosperity of the business. Fresh perspectives to leadership are required if organisations are to be successful in times of change while at the same time increasing employee morale (Conger, 1999). Studies done by Burns (1978) differentiates between transactional leaders and transformational leaders.
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.
He interprets transformational leadership as a process where “leaders and their followers raise one another to higher levels of morality and motivation”. Bernard M.Bass later developed the concept of transformational leadership in much more details. According his 1985 book, “Leadership and Performance beyond Expectation”, this kind of leader is a model of integrity and fairness, set clear goals and vision, has high expectations, motivates others, provides assistance and recognition, stirs the emotion of followers, get followers to look beyond their self-interest and influence followers to reach for the improbable. Transformational leadership is often argued to be one of the most essential ideas in business leadership. Bernard M.Bass' ideas have distilled into a process that can use to become a transformational leader.
‘Organizations provide its managers with legitimate authority to lead, but there is no assurance that they will be able to lead effectively’ (Lunenburg, 2011). Organizational success usually requires a combination of both management and leadership. In today’s dynamic work environment, leaders are expected to challenge the present state of affairs, and to motivate and convince organization members. Managers are needed to assist in creating and maintaining a positive and well-functioning workplace. ‘Leadership and management are often considered practically overlapping concepts’ (Bohoris and Vorria, 2007, p. 1).