Jack Welch's Theory Of The Transformational Leadership Theory

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Recommended: Reflection on transformational leadership style

In our BA-509 Leadership Development course, we learned about the Transformational Leadership Theory. This theory states that, leaders with a tendency toward transformational leadership, are creative, brave, risk-takers and sophisticated thinkers. They work eagerly and optimistically and become the role models that employees seek to emulate. Additionally, they encourage their employees to be innovative and creative and reward them for doing so. Transformational leaders develop unique relationships with their employees tailored to their various needs and backgrounds in order to help the employee realize their potential. As a result, a spirit of teamwork and commitment in the organization is nurtured. Welch was a transformational leader
However, I think he is a nice boss. He indeed encouraged his employees by caring about their well-being and their professional growth. He gave top employees very high salaries, bonuses, and stock options. He spent lots of money improving the gym in light of impending layoffs because he insisted that the employees who would be retained, the “A players”, deserved an environment which reflected their excellence. On the other hand, layoffs had received the training necessary to ensure their swift employment with another agency. He believed that it was necessary to “do everything to give them the skills to have lifetime employability, even if we couldn 't guarantee them "lifetime employment” (Jack Welch Autobiography).
A people-centered leader recognizes the strength and weakness of employees, and isn’t bothered by the areas of leadership where some of their employees are more gifted. They should be proud of the strengths of their employees and even provide opportunities to help them develop those strengths. Welch was originally an expert in the chemical engineering field; specifically, the only business he knew was how to make plastic when he was promoted as a group executive. From that time, he realized he could no longer have fingertip control of all the details. That made his focus on people even

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