Importance of Transformational Leadership Theory - Essay Example

?Leadership Leadership is broadly defined as a process in which an individual influences those around him in order to accomplish a distinctive goal or an objective. The purpose is to direct the organization towards a more coherent and unified path that will help it achieve its target in a more systematic and organized manner (N.A., 2012) This definition is strikingly similar to the one given by Northouse in which he states, “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.” (Northouse, 2007) Leaders are unique in the way they apply their skills and leadership knowledge to solve the problems and issues at hand. They understand how important it is to engage those around them and truly use their emotional competence to take care of those around them. Leadership theories have been amongst us since the early nineteenth century. One of the earliest theories is The Great Man Theory which is based on the claim that the characteristics of a good leader can only be possessed by a man. It further assumed that leadership traits are intrinsic rather than extrinsic which, simply stated, means that great leaders are born rather made. This was a very traditional view and has come a long way since its inception (Cherry, 2012). The second in line was the Trait Theory which was used from the 1930’s to 1940’s. This emphasized that great leaders whether born or made should have certain qualities and traits like creativity, intelligence, responsibility and other related values. This model focused entirely on the analysis of the mental, physical and social characteristics to help understand what combinations are found among great leaders. Nonetheless, it was concluded that traits are not solely responsible for the success of a leader. Hence, the Behavioral Theory emerged in the 1950’s (Cherry, 2012). This theory emphasized the behaviors of a great leader to help realize a common behavior necessary to be a great leader. It defined that a great leader would either be concerned with the task at hand or with the people under him. The Contingency Theory of 1960’s argued that to truly understand the leadership potential different situations have to be analyzed. This means that under certain conditions some leaders perform well while in other conditions they might do poorly. Therefore, the leadership potential is contingent on the situation in which the leader is placed. The 1970’s saw the rise of Transactional Leadership Theories, whose foundation was based on the mutual benefit that both the leader and the follower derive from the overall leadership experience (N.A., Leadership Theories, 2012). This transaction between the two should have some sort of reinforcement to ensure that positive outcomes are reiterated while the negative behaviors are subdued. The most recent Leadership Theory to have surfaced is mostly referred to by the professionals as the Transformational Leadership Theory. The essence of this theory is to establish a strong relationship between the leader and the follower through interaction to help build up trust. The direct results are seen in the form of increased motivation for both the leaders and the followers. The leaders exercise their charismatic personalities and persuasive nature to influence those around them. The use of flexible regulations ensures the followers feel a sense of belonging and can relate to the leader and its purpose in achieving the goals. (N.A., Leadership Theories, 2012) The most relevant theory at present times is the Transformational Theory. This theory was initially introduced by the leadership expert James MacGregor Burns, who said such a leadership can be witnessed when “leaders and followers make each other to advance to a higher level of moral and motivation.” (Cherry, Transformational Leadership, 2012) Such leaders exhibit strong vision and personality to motivate their followers and pursue a common goal. A transformational leader is oriented toward long-term goals and focuses on the development of new talent. (R. Bolden, 2003) In today’s era where there is increased competition and a need to differentiate from competitors, it requires the full support of the followers. Hence, making this theory the most preferred for leaders to equip themselves with for guaranteed success. Five distinct components of the Transformational Leadership have been identified, namely 1) Idealized Behaviors, 2) Inspirational Motivation, 3) Intellectual Stimulation, 4) Individualized Consideration and 5) Idealized Attributes (R. Bolden, 2003). Idealized Behaviors: The behaviors are associated as being one’s ideals and highlighting the importance of trust within a group. Such a leader also develops a strong sense of purpose that helps both the leader and the followers follow a defined path. Inspirational Motivation: Motivating others through a positive image of the future and instilling confidence in them that goals will be met. This approach helps leader inspire the followers and get the maximum outcome out of them. Intellectual Stimulation: Transformational leaders constantly encourage their followers to come up with new ideas and this creativity breeds new ways to solve problems and helps overcome challenges in a better way. (Cherry, Transformational Leadership, 2012) Individualized Consideration: At the same time, such leaders spend time on developing and coaching their followers. They realize and understand that for achieving the unified goal, the strengths of the followers have to be developed and they should be treated as equal. Idealized Attributes: Finally, the idealized attributes help the leaders sacrifice their own-interests for the greater good of the people. The element of trust builds a sense of power and pride, thereby working towards the benefits of others. (R. Bolden, 2003) In today’s world, the incorporation of these styles and behaviors in a leader is the pinnacle to success. A manager has to carefully assess and implement these in order to achieve the goal. He has to understand that it’s essential to increase the awareness of his followers about what is right and wrong, since at the end the followers will be made independent enough to make decisions on their own. In order to increase the performance in an organizational setting the manager will have to delegate responsibility to his subordinates. This will develop in them a sense of responsibility and make them accountable for their actions. As it is said, with authority comes great responsibility, the followers will be given a chance to show their true potential. The manager can set up time limits for the goals to be achieved and make sure that the goals are SMART (Specific, Measurable, Attainable, Realistic and Timely). The manager should promote an atmosphere of trust and sharing where ideas and opinions are frequently shared amongst the members of the group. The sense of belonging is achieved when the members of the group are given noticeable association. They can be given rewards and appreciated for their work. The followers should feel pride in being a part of the group instead of being forced to work towards the goal. The highest outcomes are achieved when the manager treats the members of the group as equal and has policies such as walk-in discussions. The manager should sit with the subordinates and try solving their problems to help them overcome their obstacles. He should identify which subordinates need development and whose strengths will benefit the greater good of the group. For successful implementation of the above mentioned leadership model, the manager should not command his followers, rather be polite and helpful. This would go a long way in building trust and sense of comfort amongst the followers. This relationship between the follower and the leader is a unique one and only when the manager transforms into a leader can he harness the true potential of this relationship. References Cherry, K. (2012). Leadership Theories - 8 Major Leadership Theories. Retrieved from About.com: http://psychology.about.com/od/leadership/p/leadtheories.htm Cherry, K. (2012). Transformational Leadership. Retrieved from About.com: http://psychology.about.com/od/leadership/a/transformational.htm N.A. (2012). Concepts of Leadership. Retrieved from NWlink: http://www.nwlink.com/~donclark/leader/leadcon.html N.A. (2012). Leadership Theories. Retrieved from Leadership-central: http://www.leadership-central.com/leadership-theories.html#axzz1s0FOR2Ma Northouse, G. (2007). Leadership Theory and Practice (3rd ed.). Thousand Oak, London: Sage Publications, Inc. R. Bolden, J. G. (2003). A REVIEW OF LEADERSHIP THEORY AND COMPETENCY FRAMEWORKS. Exeter: Centre for Leadership Studies. Read More