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Strategies of motivation in an organization
Analyse how theories of motivation may be applied in the practice of leadership
How has transformational and transactional leadership style changed from the past to the 21st century
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Recommended: Strategies of motivation in an organization
Introduction
Transformational leadership is the process by which a leader engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower towards the greater good (Northouse, 2010, p. 172). Transformational leaders are different than managers, which as Burns claims are the differences are in characteristics and behaviors. Burns also established two concepts transforming leadership and transactional leadership. The transformational leader elevates followers to make the whole work environment more successful and have everyone be successful, while transactional leaders are focused only on the accomplishments of tasks. Transformational leadership is a way of life, and there is
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The first factor of idealized influence is basically charisma and being a strong role model for followers (Northouse, 2010, p. 177). I view transformational leadership as an end goal on a time line of laizzez-faire, then transactional leadership. Even though transformational is the final and best form sometimes an opportunity to become a heroic leader arises. Charismatic leaders are more likely to grow into heroic leaders as followers are going to like the leader more. Transformational leaders, which can be heroic, have three more factors including inspirational motivation, intellectual stimulation, and individualized consideration, all can be found out while shaping our military during basic training. Inspirational motivation is when leaders motivate their followers through inspiration and this can be seen in the Military Training Instructors (MTI). The lead through fear and intimidation but also through inspiration. While I was in basic I remember wanting to end up like my MTI, and make a difference like he did. Intellectual stimulation challenges the follower’s own beliefs while encouraging creativity and innovation. This can be seen through problem solving during the fake deployment week. Lastly is individualized consideration. Admittedly this is the biggest stretch, but still can fit into transformational leadership. MTIs do not have the time to carefully listen to each individual’s …show more content…
This leadership felt it they had a job that to do that was beyond selling hot dogs, and used the opportunity to act as social architects. They created an environment where we wanted to be city employees, and we wanted to fit in. I have several work habits that were first brought out of me by the leadership there. Enthusiasm for work, and taking pride in my work all started because I had leaders who cares, and not just managers. I have quit three jobs, because I lost enthusiasm for them. I still do not know what I want to be when I grow up, but I know that I want to be passionate about my work. Almost fifteen years later, we still keep in touch and mainly only discuss are times working at the Parks at Texas
Transformational leadership is defined as a “process whereby a person engages with others and creates a connection that raises
Transformational leaders exhibit personal and professional qualities that other want to emulate and follow. These leaders advance the mission in combative environments. Transformational leaders propel the growth of the team through communication. Finally, transformational leaders leave a legacy that instills pride, moral, and determination for future success.
It is concerned with emotions, values, ethics, standards, and long-term goals. It motivates a form of intelligence that moves followers to accomplish more of what is expected of them. (Northouse, 2016, pg.161). Transformational leadership can be used to influence people on a one to one level or to influence whole organizations and cultures. There’s a difference between transformational leadership and transactional leadership. Transactional leadership focuses more on leaders that uses gimmicks or promotions to get their followers to do certain things that they want. Transformational leadership, on the other hand, focuses more on connecting leaders with followers or employees to motivate and help them reach their full
“..the transformational leader articulates the vision in a clear and appealing manner, explains how to attain the vision, acts confidently and optimistically, expresses confidence in the followers, emphasizes values with symbolic actions, leads by example, and empowers followers to achieve the vision (Yukl, 2002)
Transformational leadership describes a leader moving followers beyond immediate self-interests through idealized influence (charisma), inspiration motivation, intellectual stimulation, or individualized consideration. Transformational leaders are change agents. They influence the mission and objectives to make way for a brighter future for the organization. Followers are motivated to do more than is originally expected because of their feelings of trust and respect for the leader.
Transformational leadership theory conceptualized in the late 1970’s, proposed that leaders could motivate followers through shared vision and mutual interest to uplift the entire organization to a higher morality (Burns, 1978). Morality was defined as leaders and followers working together to fulfill organizational goals and achieve higher performances within a context of change and innovation. Leaders would surpass their own self-interest, in order to, foresee, foster, and indoctrinate a new organizational vision to their followers. Bass operationalized Burns’ seminal work into a leadership model to better indentify transformational leadership characteristics. The model emphasized four dimensions such as idealized influence, inspirational motivation, intellectual stimulation and individualized consideration in order to achieve success.
In Leadership Theory, Application & Skill Development, transformational leadership is defined as “seeking to change the status quo by articulating to followers the problems in the current system and presenting a compelling vision of what a new organization could be” (Lussier & Achua, 2013, p.331). This theory, in combination with the exercise regimen, CrossFit, is the focus of the book Transformational Leadership and High-Intensity Interval Training by Carol R. Himelhoch, PhD. Himelhoch illustrates a correlation between a leader’s ability to tap into the transformational leadership style and their consistent participation in intense workout sessions. A transformational leadership style benefits from High-Intensity Interval Training (HIIT) via challenging the participant, which imparts a sense of achievement when they complete a demanding Workout of the Day (WOD). HIIT encourages the individual to push themselves and take risks, not only during the workout, but also in their leadership roles at work.
Leaders will act as role models to inspire their followers. Besides, the leader will challenge the followers to take a greater ownership of their work. Transformational leaders normally understand follower’s strength and weakness so that the leader will not affect their performance when allocating task for them. Nevertheless, transformational leadership can inspire or motivate followers to achieve a better result compared to originally planned (Mihhailova, 2014).
Transformational leadership is the optimal style for a leader in an organization to have due mainly to its prominent characteristics such as being influential, innovative, motivating, proactive, and having the ability to both responsibly and reasonably delegate tasks. These aspects specific to the style of transformational leadership are essential to positive organizational function, environment, and advancement because they are characteristics that all hold power and constructive properties individually. When combined they are significantly capable of producing progress, change, and a healthy organizational environment.
The variety of spectrums that are included in transformational leadership means that is difficult to define the limits, also the transformational leadership theory can not be applied to every situation or even every field (Lynch, 2015; Northouse, 2013). The measuring factors of transformational leadership have also been questions (Northouse, 2013). While the model focuses on the roles of both the leader and the subordinate, it has also been criticized as being more focused on praise of leader and less on the input of subordinates (Northouse, 2013; Yang, 2014). There are also very few studies that approaches to transformational leadership that study it from the point of view of the followers need (Kovjanic et al., 2013). It has also been thought that transformational leadership regards leadership as something that cannot be learned, which makes it an approach that is more difficult to actually apply and teach (Northouse, 2013). Also, although the style has been highly regarded as effective, there are still questions in regard to if it can transform people and businesses (Northouse,
Organizational Leadership and Inter-Professional Team Development Camron Love Western Governors University Organizational leadership According to Fryer (2011), leadership is a critical element in an organization owing to its ability to infuse values, accord transformation, and evoke purpose. In healthcare, the type of leadership would play a key role in shaping the decisions of the hospital in regard to patient care, quality of services offered, and the type of interventions. One of the critical features of organizational leadership is the combination of the processes and proximal outcomes characterized by employee commitment. These processes contribute to the realization of the purpose of an organization.
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Transformational leadership is an extension of transactional leadership. Organization should maintain base of transactional leadership while moving their organizational culture towards one of Transformational qualities.
Dubrin, A. J. (2007). Charismatic and transformational leadership. In Leadership: Research findings, practice, and skills (5th ed., pp. 83-98). Boston, NY: Houghton Mifflin Company.