Transformational Leadership Transformational leadership is a process in which the leaders take actions to try to increase the awareness of what is right and important. As well, it is a process to raise motivational maturity and to move beyond the persons' own self-interests for the good of the school or society. These types of leaders provide others with a sense of purpose that goes beyond a simple exchange of reward. The transformational leaders, in many different and unique ways, are proactive. These leaders attempt to optimize not just performance, but development as well. A leader cannot wait for decisions based on consensus but needs to act, often immediately. Development …show more content…
7). Kouzes and Posner (2007) define transformational leadership in similar fashion to Bass (2008), but subtle differences exist. They suggest all transformational leaders engage in five types of behavior. First, leaders “Model the Way” by publicly defining their values and by living them with integrity. Second, transformational leaders “Inspire a Shared Vision” by knowing their followers’ hopes, dreams, and …show more content…
However, there is very little empirical evidence available showing a relationship between antecedents and transformational leadership in education leaders (Leithwood & Jantzi, 2005). Transformational leadership is the shaping, altering, and elevating of the motives, values, and goals of followers through a teaching/learning relationship that exists between leaders and followers. Through transformational leadership, persons holding separate interest unite “in the pursuit of ‘higher’ goals, the realization of which is tested by the achievement of significant change that represents the collective or pooled interests of leaders and followers” (Burns, 1978, p. 425-426). I would take on a new and exciting role being a transformational leader. I would continue to deal with the ever-changing face of education. I would use my knowledge and skills to work both internal and external to the school organization to map new directions, to secure and mobilize old and new resources, and to respond to present challenges and perceived future challenges. As being an effective principal in today’s school system I will assume that change is inevitable, necessary and indeed, strive to cause
...selbein and Cohen, “organizations that take the time to teach leadership are far ahead of the competition. By becoming familiar with the transformational leadership approach and combining the four I's, managers can become effective leaders in the business world.” (1999, p. 263). Transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are “transformed” to enhance job performance and help the organization be more productive and successful. All of these leaders have the attributes mentioned here. History will decide the greater impact they had on society as it is being written every day. Therefore, the qualities of transformational leadership make the essence of transformational management and the key to successful management of transformational organizational changes.
Transformational leadership is defined as a “process whereby a person engages with others and creates a connection that raises
“..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.
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).
In class, I learned about Kouzes and Posner’s five practices that relate to Transformational Leadership; they include modeling the way, inspiring
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.
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 goal of this study is to stipulate that store level transformational leadership impacts service employees’ customer orientation through supervisor and coworker support; and looks at the possibility of how customer orientation leads to positive service experienced by customer’s and perceived employee service performance.
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.
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 leaders birth new transformational leaders. Followers themselves become transformational leaders and a journey of extra mile partnership started.
Bennis, W. & Nanus, B. (1985). Leaders: The Strategies for taking charge. New York: Harper Row.