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.
Leadership has the power of changing the behavior of employees. A successful leader will aim to achieve better performance through his subordinates. Thirdly, it involves Interpersonal relations between the leader and its employees: The main requirement of leadership is the presence of employees. Thinking of leadership without followers or subordinates would make no sense. To make leadership more meaningful, the leader should engage himself with the employees on a constant basis through communication skills, listening skills, motivational skills, social skills etc.
In my view what transpires success in organizations is the link between top management and workers. The workers will perform their best once they realize the management understands them which enhance their morale to perform the best. This results to the success of the whole organization. Emotional intelligence is a wide area which involves various components such as: Self-awareness which a basic element in emotional intelligence as it enables one to have a deeper understanding of his strengths, emotions, needs, drives and weaknesses. People with an understanding of self-awareness know how their feelings may affect them, other people as well as their job performance.
These leaders demonstrate enthusiasm, optimism and energy and they are able to create commitment to a share goal. - Intellectual Stimulation: it describes the ability of a leader who is able to increase followers’ efforts at innovation and creativity. It requires leaders’ openness in order to enable subordinates to approach problems in new ways, with no fear of criticism that increases followers’ self-efficacy. - Individual Consideration: it involves acting as a coach or a mentor in order to invest on followers and in order to take into account their needs and desires. In conclusion, the main contribution of Burns’ and Bass’ studies about transformational leadership is the importance of leaders’ “human factor”.
Besides, he adds, transformational leadership enhances employee job satisfaction as the transformational leader interacts with subordinates to motivate them to achieve maximum output in their work responsibilities (Jalal, Khawaja, Kamariah, Fosa, Muhd & Ahmad, 2012). It suffices to say therefore that in the current hypercompetitive and globalized world, to sustainably achieve organizational effectiveness and relevance, leaders must adopt effective leadership styles that are responsive to the dynamic operating environment. A leadership style is the behavior a leader exhibits while guiding organizational members in appropriate directions (Certo & Certo, 2006). Leaders improve their style over a period of time due to
The charismatic then establishes goals and becomes more involved with workers to accomplish the goals and fulfill the company’s vision. More challenging group goals can lead to increases in effort, and affect how the group of workers think innovatively in planning and execution to reach those difficult goals (Management by Objective, pp. 176). Fiorina captured the motivation of her employees by affirming them publicly for achievements and getting involved in gathering an understanding of the work conditions and assisting them in reaching
In addition, self-awareness is significant since, people become sensitive with their capabilities, skills and performances related with each other and also self-awareness will develop organisation team work and as a result of team work, employee motivation enhances in an organisational change (Fletcher & Bailey, 2003). However, change is an individual familiarity since people will respond to changes in different ways and the ability to manage change in a way that attains positive outcome for all employed within an organisation is a fundamental aptitude of managers (Croft & Nortan, 2005). However, it is significant for managers to be self-aware because assistants under a manager make judgments based on their observations of the manager (Bourner, 1996) thus, effective managers are capable of integrating information from others into their performance (Moshavi, Brown & Dodd, 2003). In contrast, it may have boundaries such as limited motivation for change hence, in a dull, monotonous situation a manager may not believe weaknesses but it is our own duty to overcome our own faults and also it may only measure our personal perception than our life experiences and communication skills (Bourner, 1996). However, self-awareness is essential for managers hence determined managers have a
1.4 LITERATURE REVIEW The researcher conducted an extensive review of literature pertaining to transformational and transactional leadership and their effect on employee engagement. 1.4.1 TRANSFORMATIONAL LEADERSHIP Transformational leaders are seen to be inspirational in the sense that they strive towards the common good of their followers and the organisation as a whole. they do this by creating opportunities for their followers thereby influencing and driving an engaged and empowered culture. They are seen to be proactive and encourage innovatinve thinking amongst their team. Notje (2010) has decribed transformational leaders as leaders with the distinct ability ability to drive motivation and seek the best performance from their employees.
Leaders and followers contribute reciprocally to each other to advance to a higher level of moral and motivation (Kuhnert & Lewis, 1987). Transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work towards common goal and developing their own leadership skills. Transformational leaders challenge the status quo by introducing new methods of doing something and searching for ways to do it better. These leaders can sense things that are not working more easily than other leaders; however, it could be problematic for people who resist change or risks involved (Kuhnert & Lewis, 1987). Therefore, an intellectual leader motivates and stimulates their followers through openness and self-efficiency;
Leader can be intellectually stimulating to their followers if their own task allow them to explore new opportunities, to diagnose organizational problems and then finally generate solutions. Followers that are clearly understood and accepted the rules and regulations for getting things done will eliminate the need for leadership under some circumstances. Flexible organization and leaders who are determined to cope with problems, rapid changes and uncertainties can inspire followers to participate in organizational goals or vision. It is critical to a leader for having charisma, attention to individualized development, and the ability and willingness to provide intellectual stimulation in order to faced or cope with demand for renewal and change in the organization. Fostering transformational leadership through policies of recruitment, selection, promotion, training and development will surely will bring up effective performance, well-being and successful of the