Transformational Approach
Transformational leadership style work towards high levels of communication from a management to meet goals. Leaders are meant to motivate employees and augment productivity and efficiency through communication and high visibility. This style of leadership really does need the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals. Transformational leadership proves to be efficient not only in business, but in all other sectors where it is used. In order to increase strength in the position of transformational leadership. In terms of business, Lou Gerstner, the present chairman and CEO of IBM is one of the best examples
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Furthermore, a leader can play a significant role in terms of judging and decision making in a more complex changed phenomenon. According to Cummings and Vorley (2007) to clarify and shift IBM’s culture, it needed to change its approach.
Participative Approach
The Participative approach, is often called the democratic leadership style as participative leadership values the input of team members and peers in general, but the responsibility of making the final decision relies with the participative leader. Participative leadership increases employee morale as employees make contributions to the decision-making process. It shows the employees and tends to make them feel as if their opinions do really matter. When a company/ organization is needed to make large changes within the organization, the participative leadership style promotes employees which leads to accepting changes easily because they play a role in the process. This style meets challenges when companies rely on trying to make a decision in a short period of time. IBM was forced to change its approach as it was near bankruptcy and didn’t have a plan B. Hence, Meyer & Stensaker (QUT, 2008)
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Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.
There is no best way or one strategy to manage and handle the changes. The fusion of the various approaches can be used in more for various situations, that is why it is the role of leader to find the proper approaches that be singled out into a business strategy. Producing an innovative and modern system through rapid changes can be an appropriate system in the future. Organizations must try to weigh out the level of the changes and stability to gain a greater competitive advantage. Or, it will lead then to change failure,
(AANAC, 2014). Transformational leadership also involves building relationships and communicating and giving encouragement and praise. Laissez-faire
Changes are inevitable. Whether we like them or not, we should learn to embrace them. Organizational changes can have a large impact on whether a company can make it or not. When do companies really need change? That is usually the million-dollar question.
TRANSFORMATIONAL LEADERSHIP Transformational Leadership is defined as leadership style focused on effecting revolutionary change in organizations through a commitment to the organization’s vision. (Sullivan & Decker, 2001) Transformational leaders are usually given higher position and are known for their charismatic sense and ability to develop high visions and regards in the work they do. They often give their best performances due to the low morale or self esteem Example: Steve Job, Bill Gates and Ratan Tata. As the existentialist rightly said, we always have a choice, in doing what we already have done or doing that which we have never done.
Transactional leadership General Schwarzkopf was commander-in-chief of the U.S. forces in Operation Desert Storm, responsible for tens of thousands of troops in Iraq and Kuwait. He used the rules and regulations of the military to coordinate operations on several continents. Vince Lombardi is best known as the coach for the Green Bay Packers. Under his leadership, the team never had a losing session. He used to run the Packers through the same plays in practice over and over again.
The concept of participatory leadership is based on two core principles. First, the opinions of multiple agents involved in the transformation is listened and discussed, second, these are taken into account both on the stage of the change and evaluation (Saleeby, Holschneider, & Singhal, 2016). The five major tasks for these agents are: opportunities and change readiness identification, goals and objectives determination, designing the transformation, paying attention to accountability and feasibility, implementation and evaluation (Saleeby, Holschneider, & Singhal, 2016). One of the participative leader 's roles is to create an environment stimulating
Leithwood and Jantzi (1996) defined transformational leadership in terms of a process, by which higher levels of commitment to the organization and its goals were attained. Transformational leadership was the process of building commitment to organizational objectives and empowering followers to accomplish those objectives. Transformational leaders developed the members of the organization to their fullest potential. Wheatley (1999) defined transformational leadership, as a leader’s ability to focus those within the organization on the mission and challenges faced by the organization. Yukl (1999) claimed a transformational leader articulated the vision in a clear and appealing manner, explained how to attain the vision, acted confidently and optimistically, expressed confidence in the followers, emphasized values with symbolic actions, led by example, and empowered followers to achieve the
Their philosophy is “whatever-it takes” and delegates the frontline managers to lead “it is your business, your division, your market, your stores, your aisle and your customers (Home Depot 2009).” Finally , transformational leaders by definition seek to transform. Sometime when a organization does not transform it’s, employees become unhappy and leaders will
Idealized influence, inspirational motivation, intellectual stimulation, and individual consideration are the four factors of transformational leadership. Hence, it is said that eeffective transformational leadership can produce performances which exceed organizational expectations (Hall et al., 2015). Transformational leadership theory is currently being used in Haynes & Associates. The Manager of the law firm understands that one of the goals is to increase productivity and achieve growth.
Transformational leadership has been defined as a style of leadership where leaders can inspire and motivate those who follow. James MacGregor Burns introduced transformational leadership in 1978. According to Burns (Burns, 1978), the process of transformational leadership is one in which “leaders and followers help each other to advance to a higher level of morale and motivation. The purpose of my paper is to revisit my Comparison Matrix and compare the information from three empirical studies.
STREGNTHS AND WEAKNESS OF TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP Many leadership styles are considered by many authors. Some people think that they must stick to one particular style but it will lead to the less efficient results. Styles must be considered as per the requirement of the given condition. Here strengths and weakness of the transformational and translocation leadership is given as below: TRANSFORMATIONAL LEADERSHIP
.1 Introduction; Change plays an undeniable role in any organization. Most of the people to don’t approve of this change because it may change their daily routine. Employees fine it difficult to cope up with them. It should be taken care of by the management system to pass on the change through appropriate means of communication channel, and avoid any form of distortion.
“The study of history has been a study of leaders – what they did and why they did it” (Bass, 2008: 4). New contemporary styles of leadership have emerged that arguably are more successful in the long term (Dawson & Andriopoulos, 2014). This report critically evaluates different styles of leadership to determine if a transformational style will have a more decisive effect on employee motivation and organisational culture culminating in long term prosperity of the business. Fresh perspectives to leadership are required if organisations are to be successful in times of change while at the same time increasing employee morale (Conger, 1999). Studies done by Burns (1978) differentiates between transactional leaders and transformational leaders.
Introduction As we live in a world controlled by entropy, randomness is a default attitude people pursue by nature; however, advancements and prosperity are achieved mainly when chaos is eliminated. Chaos and haphazardness hinder the paths of many great advancements, but the spotlight will be placed on business developments and strategies and how they are linked to leadership strategies. Leadership is the act of aligning and organizing the tasks sought by any organization as discussed by Casadesus-Masanell and Ricart (2010). It may seem a simple task, but this is not the case since people cannot organize themselves coincidentally, but rather we initiate randomness, so controlling a group of members to work coherently towards a specific desire
Change management should be carried out in conjunction with other management activities. Leveraging Change Leadership (vision for change), change management (enables people pursue a common goal) and project management (structure for change) would potentially create the highest value to the
As mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions.