Research is based on the theory that Transformational leadership drives followers to motivation for organizational success. Fueled by views of James MacGregor-Burns, Steven Covey, Peter Drucker, Lussier and Achua, Bass, Baldoni and other leading researchers of Transformational Leadership Style. Transformational Leadership style, assisted by effective communication and influence of Transactional Leadership is proven to bring out high morale and productivity with followers.
Steven Covey’s brief thoughts on Transformational Leadership Style:
“The goal of transformational leadership is to ‘transform’ people and organizational in a literal sense, to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building.” (Covey, 2004).
Introduction
Leadership is finding the goals, connecting with people, communicating the goals unambiguously, motivating action, and following through to completion of the objectives. In 1978, James MacGregor-Burns brought forward the concept of Transactional and Transformational Leadership. (Robert N. Lussier & Christopher F. Achua, 2013). This theory of leadership shows that each situation warrants a different type of leadership per the circumstances at hand. Gathering leadership and communication to complement each other to motivate followers’ pair two traits that bring organizational success. Communication is defined as the “successful conveying or sharing of ideas and feelings, or the imparting or exchanging of information or news.” (Merriam-Webster, 2014). In communication, one must also consider the statement made by Peter Drucker...
... middle of paper ...
...ends and Influence People. New York: Simon & Schuster.
Covey, S. R. (2004). 7 Habits of Highly Effective People. New York: Free Press.
Drucker, P. F. (2006). The Effective Executive. New York: HarperCollins Publishers.
MacGregor-Burns, J. (1978). Leadership. New York: Harper & Row.
Merriam-Webster. (2014). Merriam-Webster. Retrieved from Merriam-Webster: http://www.merriam-webster.com/dictionary/communication
Robert N. Lussier, P., & Christopher F. Achua, D. (2013). Leadership Theory, Application, & Skill Developement. Mason: South Western, Cengage Learning.
Woods, R. H., & King, J. Z. (2010). Leadership and Management in the Hospitality Industry. Lansing, Michigan: American Hotel and Lodging Educational Institute.
Zeffane, R., Tipu, S., & Ryan, J. C. (2011). Communication, Commitment and Trust: Exploring the Triad. International Journal of Business and Management.
The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum.
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2012). Leadership: Enhancing the lessons of experience. New York: McGraw-Hill Irwin
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
According to (Burns), “transformational leadership can be seen when "leaders and followers make each other to advance to a higher level of moral and motivation." the strength of the vision, transformational leaders are get followers to get their expectations, and motivations to work and achive their goals.
Transformational leadership can be defined as causing a change in individual and social system. Besides, transformational leaders usually connect follower’s aspirational with the organizational goal and persuade the followers to achieve the organizational goals to satisfy themselves (Tauber, 2012).
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
The transformational leadership theory was deemed an appealing based on individual beliefs regarding employee-leader relationships. With a focus on communication and motivation, transformational leaders promote positive change within
To inspire and influence others, a leader must possess many skills and abilities. As motivational speaker Peter Northouse, states, “a leader should be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant” (Northouse, 2013) Moving an entire group of individuals toward a singular goal is a considerable undertaking. Without effective communication skills and a clear vision of what needs to be accomplished, one will feel like they are trying to herd cats rather than leading.
Perrin, C. (2010). LEADER VS. MANAGER: WHAT'S THE DISTINCTION? The Catalyst, 39(2), 6-8. Retrieved from http://search.proquest.com/docview/610477001?accountid=12085Stevenson, W. J., (2012), Operations Management (11th ed). New York, N.Y.: McGraw-Hill.
Stroup, J. (2004). Managing leadership: toward a new and usable understanding of what leadership is and how to manage it. Lincoln, NE. iUniverse, Inc. Retrieved July 20, 2011 from http://managingleadership.com/blog/2008/09/04/great-man-theory/
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Lussier, R.N. & Achua, C.F. (2010). Leadership: Theory, application, skill development (5th ed.). Mason, OH: South-Western.
Transformational leadership focuses on what the leader can accomplish instead of his personal characteristics and how his relationship with others. This leader “helps to bring about major, positive changes by moving group members beyond their self-interests and toward the good of the group, organization, or society (Dubrin, 2007, p. 84). The essence of this leader is to develop and transform people.