Issues of Transformational Leadership in the Organization
There are many conceptual models related to the most effective style of leadership, from more rigorous and inflexible managers who utilize control tactics to gain employee motivation to more progressive leadership systems…
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This research report will focus on the alleged benefits of transformational leadership style as a potential tool for ensuring higher motivation, less resistance to change, the improvement of organizational culture, and generally gaining more employee commitment. The literature surrounding transformational leadership style seems to be gaining ground as an effective leadership model based on known employee behavior patterns that could effectively serve multiple business environments. It is hypothesized that transformational leadership style can bring significant value-added benefits to a diverse organization over that of other less-progressive styles. What is Transformational Leadership? To understand the potential implications of adopting a transformational leadership model, it is necessary to engage with its dimensions and understand how it applies to a contemporary, diversified organization. Transformational leadership is a progressive style, much like that of a mentor or coach, that inspires others through behavior, policy and attitude. This leadership design engages others to share goals and uses “inspirational appeals of authenticity to focus on the best in people: harmony, charity and good works” (Bass & Steidlmeier, 1999, p.188). In this context, the transformational leader refutes some of the fundamental concepts of management through control or even incentives usage and instead elicits charismatic leadership style that gains ground with creating affiliation and belonging while also raising the emotional intelligence of employees and other staff members. A transformational leader “opens new thinking for fresh possibilities, re-imagines purpose and vision, ignites growth for employees, gives decision-making power, and manages through commitment strategies” (Adams & Adams, 2009, p.17). This leader takes the responsibility for the role of champion toward change philosophy and also teaches others how to make fundamental shifts in their thinking that align the organization toward a unified culture and does this through modeling positive new behaviors (Adams & Adams). In essence, the transformational leader takes on a personal role much like that of a human resources manager with a soft HRM approach that builds confidence, autonomy, and motivation. “Employers consistently mention collaboration and teamwork as being a critical skill, essential in all working environments” (Tarricone & Luca, 2002, p.55). Many of the pre-existing models of leadership, both justified through research and also through practical experience, do not have the ability to gain motivation in employee groups and build a sense of cultural unity. Transformational leaders have a progressive methodology that influences others with persuasive techniques and also by promoting ethical behavior that is consistent for the sake of modeling by others in the organization. This makes the transformational leader considerably accountable for their actions when others in the environment are building concepts of trust and team-based philosophy. Thus, it should be said that the transformatio
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