Transformational leadership has extensive sweep that integrate and incorporate other leadership models. It considers the followers needs, values and morals(Suresh. A. Rajini. J. 2013).
Additionally, transforming organisational culture through appropriate leadership can lead to successful team performance in professional sport (Frontiera, 2010). There has been significant crossover between organisational management and sport in much of the leadership theory. Weinberg and McDermott (2002) found that similar leadership characteristics were perceived as key factors to the success of both business firms and sporting organisations. In addition, Orth et al. (1987) argued that managers in business could actually benefit from adopting behaviour akin to that of a sports coach in leading their employees and creating a suitable development environment.
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
This style of leadership promotes success and trust in a team with a common goal in mind which is to make it at all cost. Leading to a process where the leader assists his followers to become better leaders in order to carry the team forward and influence innovation amongst his followers. Thus, leaders allow their followers to explore new processes of solving challenges in the most profitable way; this is one of the characteristics of a transformational leader known as “Intellectual stimulation”. Sharing of ideas is the most vital behaviour of transformational leaders because it helps improve communication between followers themselves and with leaders, fostering support and encouragement amongst members in a team, and thus referred to as individualised consideration. Inspirational motivation is one of the few desired characteristics of transformational leaders since they are able to articulate the vision that will help the organisation to achieve great success to their followers.
Twenty-first century researchers believe that leaders need to focus on talent acquisition, creativity and innovation, and leading effective change in order to generate new products, improve services, discover unconventional revenue streams, and coach others in order to maintain a competitive advantage (Boneau & Thompson, 2013). However, for the past 30 years, the leadership styles that have been dominant in research are transactional and transformational leadership (Keskes, 2014). Transactional leadership. Transactional leadership is described as managerial leadership because it emphasizes the supervisory role, as well as the organization and group’s performance (Odumeru & Ifeanyi, 2013). Transactional leadership is also described as an exchange of the leader’s interest and followers’ expectations involving commitment, respect, and trust (Paracha, Qamar, Mirza, Hassan, & Waqas,
These theories were strongly influenced by James McGregor Burns (1978) but Bass (1985,1996) has more empirical research on this theory. Both of transactional and transformational leadership were defined to influence followers and the effects of the leader on followers. The transformation leadership can provide clear meaning and challenge with idealized and inspiring behaviors that could calculate potential risks, performing high standard of command. This leadership appeals to raise follower consciousness about ethical issues and begin their energy and resources to reform the organization. They enhance the team spirit, leaders using the inspiration, idealized influence to their follower, envision a range of possible future, make a clear direction to goal and commitment to the mission to their followers.
Thus transformational leadership is the best choice for consideration in the present scenario. The first dimension of transformational leadership is the ability to influence followers. The second part is to motivate the followers moreover to lead the followers in the right direction. The third dimension of transformational
Relationship between Leader Traits, Motives and Effectiveness Introduction The presence of certain inherent traits and their impact on leadership has been one of the earliest topics of research into leadership. After a long period of being relegated to the background, the importance of leadership traits is being appreciated by recent scholars. This paper addresses how leader traits continue to determine the effectiveness of leaders, however, within the constraints imposed by the environment and situation. The influence of leader motives as shaped by their need for acquiring more power and influence, forming positive relationships with subordinates, and personal self-actualization also has a moderating influence on leader outcomes, which is
DSN, RN; Jones, Landon phd, RN; Fuller, Bryan MBA.The authors explore the relation between leadership style and empowerment and its effect on job satisfaction among the nursing staff of a regional medical center. Several empirical studies on transformational leadership found that transformational leadership behaviors were positively related to work team success and leadership effectiveness. Employee empowerment may be influenced by the perception that the organization cares about its employees' well-being and that their work is valued. Empowering nurses may increase job satisfaction and improve patient care. Leadership style and empowerment influence job satisfaction among workers.