Charles Rossotti's tenure as Commissioner of the Internal Revenue Service (IRS) from 1997 to 2002 tells a compelling story of transformation and effective change management in one of the most complex and scrutinized agencies in the United States government. This analysis delves deeper into Rossotti's tenure, using a multifaceted lens of leadership theories such as 'Great Man' theories, personality factors, the Vroom-Yetton-Jago decision-making model, and transformational leadership principles to uncover the broader implications and lessons for public administration and leadership. First and foremost, the inherent leadership qualities and the 'Great Man' theories: According to the 'Great Man' theories, true leaders are born with certain innate …show more content…
Second, Rossotti's strategic approach to IRS reform demonstrates the importance of the Big Five personality factors in shaping effective leadership. His willingness to learn was critical in developing innovative solutions for the agency's outdated information technology systems and organizational structure. Conscientiousness guided his meticulous reform planning and implementation, ensuring that changes were long-term and in line with the agency's mission. Extraversion helped Rossotti connect with employees, stakeholders, and the general public, gaining support for his vision of a reformed IRS. Agreeability and emotional stability were essential in navigating the political and organizational pressures that come with leading such a high-profile agency, allowing him to maintain constructive relationships and a positive outlook in the face of …show more content…
According to Rossotti's article Transformational Leadership: Inspiring Change in a Government Agency, his time at the IRS is a shining example of this style of leadership, which is defined by the capacity to uplift and encourage staff members toward a shared goal of excellence and reform. His emphasis on values, ethics, and long-term objectives helped to change the company's culture from one that was entangled in negativity and skepticism to one that was centered on effectiveness, integrity, and service. The core components of transformational leadership—individualized consideration, intellectual stimulation, and inspirational motivation—were reflected in his leadership, which catalyzed significant improvements in taxpayer services, IT modernization, and operational efficiency. However, more general Implications and Lessons for Public Administration provide significant understandings for public administrators and leaders confronting comparable obstacles of organizational transformation and public scrutiny through the lens of Charles Rossotti's leadership experience at the
Bass, B.M., & Avolio, B.J. (1993). Transformational leadership and organizational culture. Public administration quarterly, 17(1), 112-121.
What leadership traits did you observe that portrayed transformational leadership? How did this affect relationships and the outcomes?
General consensus is that Erik posses two of the four factors to be a transformational leader, he had the inspiration and intellectual stimulation, “he is lacking charisma and individualized consideration” (Goodman, 1). With great guidance...
William Bratton, born and raised in Boston, was appointed as New York City’s new police commissioner by Mayor Rudolph Giuliani on December 2, 1993. William Bratton was a leader who spent his whole life turning around low-performing, dysfun-ctional police departments. It was his specialty and it soon became his trademark. Bill Bratton hit the ground running as the commissioner of police by implementing several policies and visions that he had, that many believed would be unfathomable in policing. His goals were revolutionary and unprecedented and would not be possible to achieve if not for his incredible leadership ability. His ability as an effective leader allowed him to select intelligent, experienced, and quality individuals who shared identical beliefs and visions as he did. Any leader would agree that anything is possible through optimism, intelligent planning, and preparation, but nothing is possible if your chosen “executives” lack the leader’s confidence to operate freely and carry out the organization’s ultimate goals. Bratton was a believer in Theodore Roosevelt’s ideology that “the best executive is the one who has sense enough to pick good men to do what he wants done, and self- restraint enough to keep from meddling with them while they do it.” Bratton was a master motivator. His optimism rubbed off on everyone around him and this reflected their performance. He had a belief that “leadership is the ability to enthuse and encourage the people in your organization so highly that, whatever idea is put into action, they embrace it so fully they forget the genesis and assume it was their own” (Bratton pg.155). This was Br...
Throughout his journey from model citizen to criminal Tony’s leadership style takes on the transformational leadership style. Transformational leadership is a process that changes and transforms people. Transformational leadership is concerned with emotions, values, ethics, and standards (Northouse pg. 185). Tony is struggling to do the right thing and make up for what he has done. Northouse states that transformational leaders want to be inspired and empowered to succeed in times of uncertainty (Northouse pg. 185). Tony wants ev...
According to Riggio (2009), the most popular theory of leadership is transformational. Many believe that these leaders get the job done through inspiring, modeling, and helping others develop their skills as leaders. Research provides clear evidence that groups lead by transformational leaders have higher levels of performance and satisfaction than groups led by other types of leaders (Riggio, 2009). Clear communication is vital to transformational leadership and in order to succeed further, one will need to work on their own skills, and set aside time and space for personal development (Manktelow, 2005).
(Northouse 185) defines transformational leadership as a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals.(Avolio, 1999; Bass & Avolio, 1990a) suggests that transformational leadership is concerned with improving the performance of followers and developing followers to their fullest potential. (Kuhnert, 1994) also advocates that persons who exhibit transformational leadership often have a strong set of internal values and ideals, and they are effective at motivating followers to act in ways that support the greater good rather than their own self-interests (Northouse 191) It is in the light of Northouse, Avolio and Bass that I deduced Mrs. Smith to be a transformational leader.
By definition found in the text, transformational leadership is a style in which a leader seeks to change and engage followers and the organization by creating a compelling vision, strategy, and culture. By being attentive to followers’ needs and identifying the needed change, a transformational leader motivates followers to achieve their and the organization’s potential (Burns, 1978). It was evident even during his governship that he believed that the issues that the government had could be changed. President Reagans vision, clear direction and with no hidden agenda made him ideal. He was known also to be very courteous and a great communicator that allowed him to bridge the gap of the republican and democrat parties. This made him successful in office because as seen as and look of a servant leader, appealed to both
Wright and Pandey researched and wrote“Transformational Leadership in the Public Sector: Does Structure Matter?”(2010). The duo contend that transformational leadership is a style that dictates the leader change the “attitude and assumptions” (2010) of his/her employees. This is accomplished through a series of events. First, the employer shares the expected organizational outcome creating a heightened sense of personal interest in “higher order needs” (Wright & Pandey, 2010). Second, the shift to transformational leadership creates a sense of defined loyalty which inspires employees to rise above their own needs and motivates him/her to do what is best for the business/company
Personality is one of the key aspects that must be addressed when considering what type of attribute a leader needs. Personality has two meanings. The first meaning refers to the impression a person makes on others his social reputation. It describes him or her as pushy, honest, outgoing, impulsive, decisive, friendly or independent. From the standpoint of leadership, this view of personality addresses two issues: “What kind of leader or person is this?” and “Is this somebody I would like to work for or be associated
Tucker, Bruce A. ; Russell, Robert F., “The influence of the transformational leader”, Journal of Leadership & Organizational Studies, 2004. (http://goliath.ecnext.com/coms2/summary_0199-2375126_ITM) viewed 5.05.2008
Hawkins (2009) states that transformational leaders scaffold all employees’ efforts towards the mission, advance communication avenues within the organization, and share all threats from competition to organizational waste to define the problems in addition to the need to reorganize for the future success and survival of the organization. Transformational leadership styles are critical to the progression of IT governance through achieving rap...
Personality as well as intelligence tells people a lot about an individual. Certain characteristics of one’s personality such as impression and reputation in a social environment may or may not be a good way to gain acknowledgement. In becoming a leader, work ethics must be strong, precise, and others must be able to feel one’s presence. The three abilities that successful leaders have are; the ability to get along with others and build teams, the ability to make sound and timely decisions and the ability to get things done. The mass amounts of leaders only possess one or two of these abilities and a smaller percentage having all three. According to the Five Factor Model (FFM), it is important for leaders to possess dependability, adjustments and surgency. (Hughes, Ginnett and Curphy, page 235)
A brief description of transformational leadership, according to James MacGregor Burns, is a new paradigm
Transformational leaders are needed to transform low performing organizations to acceptable to high performance. At other times, the leader is expected to move an organization from a crisis. In order to accomplish these tasks, the leader must overhaul the organization culture or subculture. This task is accomplished by nine ways of transforming others: 1. Raise others awareness. The leader makes others aware of the rewards and how to achieve them, i.e. pride in the job or financial incentives. 2. Help others look beyond self-interest. The transformational leader helps others to look at the “big picture” by describing an entire scenario, i.e. if we hire more employees to do x, we will have to make cuts in other areas. 3. Help people find self-fulfillment. The leader helps others not to focus on minor satisfactions, i.e. getting a job done before the deadline ...