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
I think relational leadership is a necessary step forward that requires continued refinement as diversity in the workplace increases. Using the same methods over and over again, just because it is what used to work, is corporate insanity. As an organization, and a leader, you have to recognize that as your people change, you must change the way in which you lead. Failure to make such adjustments takes you the way of Blockbusters; remembered for what you achieved and laughed out for your lack of
A recent study conducted by Chia-Huei and Zhen (2015, p. 12) shows that team values is one empowering condition. In that study, team collectivism as well as team power had a considerable influence on employees’ reactions to transformational leadership. Most previous researchers that have found an association between team behaviour and transformational leadership were done in military environments, where the predominant values are team oriented and categorized (reflecting high power distance). (Zawawi and Nasurdin, 2015, p. 23). 4.2 Importance of team values Looking at the team values and transformational leadership, we can see that both exerts results, which proposes that team behaviours and values temperate the consequences of transformational leadership on team behaviour, thus suggesting that motivated leaders might want to infuse respect for their power , without ignoring team members’ needs and recommendations.
The strengths influence every level of the organization, and it is well and widely researched. It is very appealing since the followers believe it is rational. It is process-focused, transitional leader treats leadership as a process occurring between the followers and leaders(Suresh. A. Rajini.J 2013). Transformational leadership has extensive sweep that integrate and incorporate other leadership models.
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
Leaders adopting a participative leadership model encourage the staff to participate in decision making and retains more staff compared to laissez-faire style negative leadership. Leaders can use a task oriented short term transactional model to intertwine negative feedback and use long term transformational model to establish a lasting staff relationships using positive communications and team building activities. In this model leaders give importance to the welfare of their staff and make a better workplace. Transactional model leaders empower their staff by delegating responsibilities. The “modeling and role-modeling leadership” theory, which uses the Maslow’s Hierarchy of Needs theory, suggests that once the lower levels needs- the physiological and security needs, are met then the staff can move to seek acceptance, self-esteem, and self-actualization (Jones & Bartlett Learning, 2016).
It was developed and re-constructed based on the original sand cone model, which was invented by Takala et al. (2005, 2006a, 2006b, 2008a, 2008b). This transformational leadership model is supported by four main parts: resources, results, cornerstones and direction of outcomes. Resources are the basis (similar to arms and legs) that consists of processes (PC); people, technology, know how (PT); information systems (IT); and organization groups and teams (OR). Next, the following level is Results (like the body) which includes three categories of leadership: passive, controlling and dynamic leadership in which passive and controlling leadership are least effective and concentrate more on corrective actions (Bass and Riggio, 2006).
Transactional leaders is one in which leader-follower relationships are exchange based, that is both followers and leaders perceive each other as a means to their ends, that is they perceive each other as potential instruments to each other’s goals and needs in the accomplishment of asks and goals (Bass, 1990). Another theory which follows an almost similar perspective to that of the Transactional leadership style is the Transformational Leadership theory, this theory seeks to explain the extraordinary influence and effects leaders may have on their followers. Unlike transactional leadership which is mostly based on materialistic rewards from the leader for the accomplishment of tasks by the followers. For transformational leadership to exist, there should be first personal identification of the goals of the leader which motivates followers to exert high levels of commitment and
Transformational leaders make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and energizing. Transformational leadership theory focuses on the unwavering commitment to keep people going, particularly through the darker times. It also assumes that the way to get things done is by injecting enthusiasm and
Organizational Dynamics, 18, 19-31. Bolden, R., Gosling, J., Marturano, A. and Dennison, P. (2003) A Review of Leadership Theory and Competency Frameworks. Report for Chase Consulting and the Management Standards Centre, Centre for Leadership Studies, University of Exeter. Buch, R., Martinsen, Ø. L., & Kuvaas, B.(2015). The destructiveness of laissez-faire leadership behavior: The mediating role of economic leader-member exchange relationships.