In the article titled, “Does the Transactional- Transformational Leadership Paradigm Transcend Organization and National Boundaries?” by Bernard M. Bass, Bass addressed the different paradigm of transactional and transformational leadership as well as how other factors influence their effectiveness. He notes that leadership is universal and that there are a lot of of sub-factors in addition to hereditary component, which is about forty percent, that affect one’s capability of becoming an influential leader (Bass, 1997). The part of the article that I personally found very significant is where Bass examines the quality of a transformational leader. According to Bass, leaders who qualified as being a transformational figure was someone who had exceeded Maslow's Hierarchy of needs by achieving self actualization and moved past selfish interest.
Similarly, one of the components of a transformational leader according to Bass was “Inspirational Motivation [according to which] leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically with enthusiasm, and provide encouragement and meaning for what needs to be done” (Bass, 1997). In my personal opinion, this component seems to be especially relevant to the current
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I think one of the example of such situation of a leader that has failed to follow ethical aspect of being a leader in today’s world is president Trump and the recent immigration ban that he had issued which fails to look at the situation through an ethical relativism point of view and the views of the citizens who are marching against his
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.
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.
According to Bass’s (2003) conceptualization, transformational leadership consists of charisma, intellectual stimulation, inspirational motivation, and individualized consideration.
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.
There are many leadership theories that play an important role in the every day workforce. Some of the theories are successful in producing a strong and productive leader, while others lack the qualities required for the job. Out of the multitude of available theories out there, I feel that the Transformational Leadership Theory is the one that stands out as being the most successful. This theory is far from coercive and instead focuses on making a satisfied team that collaborates to form a productive work environment. An environment like this, ran by a top-notch leader, is needed for success.
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
Tom Rath explains in his book, StrenghtsFinder 2.0 (2007), that identifying and capitalizing on one’s strengths makes for a more fulfilled and effective employee, further benefitting the employing organization. Rath states that when in a position not utilizing our strengths, we are six times more likely to be disengaged in our work. Studies show that this disengagement or dissatisfaction carries over into our personal lives affecting our health and personal relationships.
Transformational leadership, as detailed in Course 15, is a concept centered molding Airman around you, from subordinates, to peers and benefiting all of those in the chain of command even those above you. One specific tenet of Transformational leadership that I find inspiring and critically important to a developing leader is Inspirational Motivation, or Charming.
The Oxford dictionary defines an organization as a “…body of people with a particular purpose, especially a business, society, association, etc.” Therefore, when a body of people is connected by a specific purpose or association, the presence of leadership, good or bad, is inevitable to find. However, depending on the context of the leadership, the climate of positivity or negativity involved in the leadership, that is what will determine the distance that the organization is able to propel forward.
In the history of our world, we have seen so much change, our civilization has always been on the process of changing, on the process of getting better. All these movements whether good or bad were all involved with great leadership. From the start of the Christian movement, we saw Jesus who was able to inspire fishermen to one-day die for their faith in Him; Rosa Park’s action was able to inspire the whole country to take action against racial segregation; Gandhi’s civil disobedient movement was able to force the United Kingdom to grant India their independence. All of them had many things in common, they were all willing to be radical in their own time, Jesus preached a very different message, Rosa Park ignored the social norm and fought
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
I absolutely agree with the “Transformational Leadership Theory”. It breaks down into two parts, one is Transformational Leader and the other is Transactional Leader. While Transformational leaders are charismatic, considerate and inspirational, they align workers goals with their own which helps employees focus more on their job and the well-being of the company rather than themselves. The Transactional Leaders are almost the opposite, they still make sure that the workers do their jobs correctly and behave properly, but in exchange for that, manager offers rewards. Whether its active manager by exception or passive manager by exception, both leave the workers to do their job and not interfere, only difference is that passive manager will only come to the rescue when something gone terribly wrong. I have worked at a place where my manager was a Transactional Leader, and the harder I worked the more money benefits I got and sometimes there were competitions and for winning you were rewarded with a gift of some sort, that kind of motivation made me work smarter and faster but there was no bond between the manager and I, now I have a job where the use of Transformational leadership is more common. My boss right now is kind, always make sure I am ok, to the point of, if it’s too hot
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.
The old system of management has undergone many changes within the last century. An employee once performed the assigned job duties during the allotted hours and then went home. Now employees are encouraged to grow, give input, and to contribute for the good of the organization. There is a plethora of information for leaders to learn why and how to grow personally thus allowing the organization to grow as well. This new emerging leader is a transformational leader.