Transformational Approaches are Relevant to Leadership Roles in your Organization - Research Paper Example

Introduction Overtime, leadership and its role within organizations have risen to become one of the most concerning the issue for business and organizations. In the contemporary society, organizations understand the significance of leadership and the necessity of preparing themselves to match both the present and future challenges to attain the level of sustainable success. However, along with all its implications and significance, the process of organizational change is complex and challenging. Research indicates that close to 70% of organizational change fall short of attaining the goals. Since leadership occupies a central place in the evolution and development of an organization, the process of organizational change requires an effective and highly competent leadership that is capable of structuring the most desirable shape of an organization, and addressing the issue of organizational change in the most suitable way (Carneiro 2008). This paper investigates the relationships between transformational leadership and organizational effectiveness and organizational effectiveness. Leadership has a critical role to play in the phenomena of organizational change and innovation. The leader represents a person in charge or as a change agent, who is expected to manage an organization, or successfully guide the process of organizational change provided that he/she is competent and capable. The concept of leadership has overtime gained significant attention in recent years. Innovative approach of leaders can be essential in cultivating the growth of innovative culture within an organization, which eventually heralds innovations to the organization. Transformational leadership impacts on both organizational outcomes and personal outcomes as manifested by an increase in job satisfaction, empowerment, trust, self-efficacy beliefs, commitment, and motivation (Givens 2008, p.4). According to Conger, leaders are individuals who establish direction for working group and who derive commitment from this group of members to launch a direction and who then motivate members to attain the direction outcomes (1992, p.18). The term leadership can be perceived through numerous angles and concepts whereby, in one hand leadership represents a set feature possessed by the leader, while, it embodies a social phenomenon that emanates from the relationship with groups. Organizations depend on teams, and dedicated team work is essential to execute organizational goals. As such, employees and teams require a clear picture of the future that stimulate and inspire them to become efficient in pursuit of the desired future. As such, it is the vision of the leader to assure that all the actions and the decisions of the organizational team fit into the actual picture of the desired future. Without the vision of leaders, the motivation level of the employees is likely to drop and their activities rendered meaningless, which may be detrimental to the organization in the long-term (Todnem 2005, p.369). Theoretical Background Literature on leadership mainly follows a progressive pattern that starts with a focus on the elements and characteristics of a leader then highlights behaviour, and next emphasizes on the contextualized nature of leadership. Early research on leadership featured on traits that leaders perceived to possess such as responsive, adaptive, achievement-oriented, assertive, decisive, ambitious, self-confident, or persistent. Later, the leadership theories highly inclined towards behavioural styles that leaders displayed in the past. The next school of thought on leadership focused on situational theories that assumed that suitable leader’s behaviours differs from one situation to the next (Bass 1985, p.5). Other similar theories proposed included contingency theory concerned with certain environmental variables that determine effective leadership style that matches the circumstance. 1900’s: The “Great Man” theories This approach asserts that leadership is an innate ability and individuals are born to lead. Leadership studies historically aligned with studies of elites centring on military, financial, political, cultural elite, and aristocratic. Leadership was perceived as an art for which some privileged people bear an inbuilt genius, and the rest of the individuals only engage in analyzing post-game analyses (Carneiro 2008, p.177). 1930’s: Group theory This approach explores how leadership emerges and develops within small groups. The egalitarian view of leadership emanated from the elitist (contemporary “sexist”) “great man” view. However, research has indicated that patterns of leadership behaviour within small groups were not transferrable to large groups, or organization (Carneiro 2008, p.179). 1940’s-50’s: Trait Theory This approach explored universal traits that are common to all leaders. This perspective holds that leaders are born, not made, and that successful possesses a collection of certain traits. Early research on leadership was grounded in psychological focus reigning at the time that, which outlined that individuals inherited characteristics or traits. Attention was, therefore, placed on discovering such traits, frequently by highlighting successful leaders based on the assumption that individuals possess these traits could become outstanding leaders (Carneiro 2008, p. 181). 1950’s-60’s: Behavioural Theory This approach explores behavioural patterns that result in leadership based on the premise that leaders are made instead of being born. Behavioural theories of leadership do not pursue inborn traits or capabilities instead of spotlighting what leaders do. This centres on the assertion that leadership capability can be learned, instead of being inherent, which opens the floodgates to leadership development (Rowe and Guerrero 2011, p.166). 1960’s-70: Contingency/situational This approach highlights that leadership behaviours succeed in certain situations. This approach emanated from the inability to determine certain behaviour patterns consistently resulted in effective leadership, and detailed an attempt to align behaviour patterns within certain contexts or situations (Rowe and Guerrero 2011, p.166). Fielder presents the contingency theory/situational theory of leadership by identifying three critical factors that impact on the performance of leaders, namely: Leader-member relations outline the level that leadership is a source of inspiration for the employees. Task structure centres on the nature of jobs for employees depending on whether they are routine or non-routine so as to manage and attain the maximum output of employees work. Position power factor highlights the power of leadership that the leader has in the organization. The leadership, coupled with the power of decisions, and their implementation is required to handle and mange the organizational issues with confidence (Fiedler 1996, p.241). Path-goal Theory This approach claims that the bulk of successful leaders entail those who ensure that their employees, and subordinates motivated by defining and making the path of work clear to them via a concise vision. The core characteristics of leadership as outlined in this theory centres on motivating their teams to satisfy the organizations goals by maintaining control on the outcome of their work and activities (Rowe and Guerrero 2011, p.205). Leaders also appreciate the employees and award rewards on their good work, and to raise and sustain the enthusiasm by awarding them confidence regarding their capability and work. Managerial Grid Theory This theory was advanced by Robert Blake and Anne Adams and outlines the concern of leadership with the clients demand based production by highlighting the better management of teams through leadership. This approach stipulates that leaders should keep their teams motivated and flexible to realize the need for change and embrace it (Jung, Chow and Wu, 2003). Leaders Style Theory This approach identifies the need for high quality decision within organizations, which are broadly acceptable to both employees and the leaders. The models outline diverse ways for leaders to make suitable decisions. The model also directs leaders in highlighting the level to which employees can be part of the decisions making process (Jung, Chow and Wu, 2003). Transformational Leadership Theory The transformational leadership applies to where the leader transforms, or alters, his or her subordinates in three critical ways. The ways may yield to win the trust of subordinates for leaders. This can enhance the output of their work in performing job activities and aid in the attainment of organizational goals. Some of core characteristics of transformational leaders detail that they enhance the employee’s confidence and awareness to enhance their performance, and also enable them to understand their personal outgrowth and development (Jung, Chow and Wu 2003, p.525). Transformational leadership also enhances the level of dedication and motivation for employees to pursue the betterment of the organization irrespective of their personal interest. Transformational leadership theory has been employed within organizations concentrating on the relationship between leaders, plus their followers within the organization. Transformational leadership plays a critical role in “creating and maintaining the context for building human capacity by highlighting and establishing core values and unifying purpose, and generating enhanced capacity, establishing leadership and effective followership, employing interaction-focused organizational design, and instituting interconnectedness (Kuhnert and Lewis 1987, p.648). The leaders’ capability to inspire, motivate, and cultivate commitment to a shared purpose is critical. The contemporary literature on leadership essentially focuses on the two core dimensions of leadership: transformational leadership and transactional leadership. Transactional leadership centres on leadership follower exchanges. The four core facets of transactional leadership entail contingent rewards, active management by exception, laissez-faire, and passive management by exception. Transformational leaders herald fresh understandings by enhancing or changing awareness of issues. Consequently, they facilitate inspiration and excitement to pursue extra efforts to attain common goals. Transformational leaders are attracted by the need to transform individuals, forms, and teams by surpassing the status quo, and in so doing, impacting on the capability of the organization’s to innovate and adapt (Bass and Riggio 2006, p.3). Research on transformational leadership has established that transformational leadership impact on organizational outcomes, especially on corporate entrepreneurship. Transformational leadership centres on leading an organization through change and entails the capability to guide and direct subjects within a given organization by highlighting on one concise, directed vision via the application of the component of transformation leadership. As organizations undergoes through immense changes and progress through the 21st century, the organizations will undoubtedly need transformational leaders to spearhead this change. The leaders are required to guide and direct their subordinates via this transformation and serve as “agents of change” (Bass and Riggio 2006, p.4). Transformation leadership details the process in which leaders transform their followers into leaders. Transformational leaders inspire change as opposed to suppressing it when it manifests. The transformational style of leadership is itself developmental and highlights individuals growth (both professional and personal) and organizational enhancement. Some of the critical features of the transformational style encompass empowering and mentally stimulating subordinates by first motivating them as individuals and group. To utilize the transformational style, one must manifest courage to communicate the intent and then allow the subordinates to work (Riaz and Haider 2010, p.29). Conversely, some leaders may employ only the transactional leadership style. This style encompasses such techniques as motivating subordinates to work diligently by availing rewards or threatening punishment; prescribing task assignments in writing; delineating all the conditions of task completion, the pertinent rules and regulations, and possible disciplinary actions in case of failure; and, management-by-exception in which leaders highlight subordinates failures and show up in moments that something goes wrong (Yves 1997, p.3). A leader who depends exclusively on the transactional style, instead of combining it with the transformational style generates only short-term commitment from his subordinates and dampens risk-taking and innovation. Although, transformational leadership may be wholly integrated within the organization, the full aspect of this style of leadership can only generically understood and applied throughout diverse units and organizations (Hochschild 2010, p.9). The qualities of transformational leadership may encompass: capability to work as change agents, courage to adopt bold steps, capability to trust on others, value driven characteristics, excellent learning abilities, a concise vision, and strong mental model to work in a complex situation. The relevance of transformational approaches to leadership roles within organization The five common qualities within the literature of leadership that can prove to be beneficial for firms in case these qualities align with their vision entail: formulation of strategies and plans to attain their visions; communicate their visions to facilitate changes and broaden support of the visions; align individuals and supporting systems to align their visions and guarantee that there will be no procedural and structural hurdles towards the attainment of vision and avail a good environment for employees to work with dedication and make the vision with reality; empower their people to act in line with the new vision and aid in sustaining of commitment so as to derive their maximum work output and work confidently towards attaining the organizational goals; and, motivate their followers so as they work by utilizing their maximum abilities and undertake the allocated tasks within the given time. Organizations, in any part of the world, are highly concerned with understanding, searching and nurturing leadership. Irrespective of the form of organization, leadership is recognized to play a critical in establishing high performing teams. In the contemporary society, leaders are increasingly facing greater challenges compared to before owing to the enhanced environmental complexity and the changing nature of the organization (Eisenbeiss, Knippenberg and Boerner 2008, p.1438). Leaders are expected to acquire, develop, and deploy organizational resources optimally so as to generate products and services within the best interest of stakeholders. Leadership has overtime been highlighted as a central factor impacting on innovation. Several studies have indicated that transformational leadership positively impacts on organizational innovation; nevertheless, there is the absence of studies highlighting the contextual circumstances under which this effect manifests. Transformational leaders stimulate creative ideas within their organizations, and their behaviours act as “creativity-enhancing forces”; inspiration motivation and intellectual stimulation facilitates exploratory thinking (Burns 2003, p.6). Literature on the Impact of culture on leadership The universal perspective This approach suggests that some of the concepts are generalizable and cut across cultures. Indeed, the overriding idea on leadership details that leadership is a universal phenomenon, and as such, it bears a cross-cultural transferability. Leadership behaviours characteristics dwelling on transformational leadership appear distributed. Leaders who are involved in transformational behaviour are more effective compared to those who engage in less transformation behaviour irrespective of culture. The culture-specific perspective This perspective suggests that the majority of the leadership theories cannot be successfully generalized given that leaders from different cultures are directed by diverse cultural orientation. The culture-specific model suggests that individuals manifesting varying cultural values may perceive leadership differently. There are commonalities and variations registered across cultures with regard to effective leadership. This reinforces the validity of universal and the culture-specific approaches of diverse leadership behaviours. Prominent behaviours that can be highlighted as tangentially relating to transformational leadership, namely: charisma and leader supportiveness; participation and direction (which have broad positive endorsements across Western countries). Although, transformational behaviours can be regarded as universal, application of these behaviours appears as tailored to satisfy various national differences (Bass 1999, p.9). Criteria for Transformation Leadership Some of the criteria that can be employed to facilitate understanding of the relevance of transformation leadership within organizations include: an idealized influence (vision) for the organization entails laying down the foundation for future progression and development of the organization. This criterion highlights the applicability of idealized influence and its significance to the transformational leadership process by highlighting aspects such as confidence in the vision; sense of purpose and trust; and, a shared vision within certain organizations (Bass 1999, p.11). Inspirational Motivation This entails classification of the future within the organization and demonstrates the applicability of inspirational motivation and its significance to the transformational leadership process. This entails highlighting components such as elevation expectations and envisioning a desirable, achievable future. Intellectual Stimulation This criterion entails persistently envisioning fresh means and methods of thinking and stimulating imaginative thoughts and concepts. This criterion demonstrates the applicability of intellectual stimulation and its significance to the transformational leadership process by analyzing: previous examples applicable to present challenges and persistently re-examining critical assumptions to problems (Bass 1999, p.16). Individualized Consideration This criterion centres on encouraging individual thinking and ideas by placing value on individual need and significance. This criterion explores strategies for continuous improvement in both methods and procedures and maximizing on learning opportunities. Transactional and transformational leadership have drawn considerable interest to many researchers, and the adoption of the models has aided in enhancing the success of organizations. Both transactional and transformational leadership assist in predicting subordinates’’ satisfaction with their leaders; nevertheless, sometimes the two cannot avail the ultimate satisfaction to their subordinate. Usually, transformational leadership behaviours contributes to exploratory innovation while transactional leadership behaviours contributes to enhancing and extending existing knowledge and linked to exploitative innovation (Boerner, Eisenbeiss and Griesser 2007, p.15). Transformational leaders have been linked to a broad array of results such as enhanced dedication to the organization (extra effort), organizational citizenship behaviours, and job satisfaction. Leadership can change and sustain the culture of the organization by establishing fresh or supporting established sets of beliefs, shared values, norms, and practices within organizations (Fiedler 1996, p.241). The other outcome that remains established through transformational leadership entails building of trust. Effectiveness of Transformational Leadership Transformational leadership has attracted academic attention in the last two decades as a unique paradigm for understanding leadership. Transformational leaders outline the need for change, establish a vision for the future, and mobilize follower commitment to attain results that go beyond expectations. Numerous empirical studies have demonstrated that transformational is consistently linked to organizational and leadership effectiveness (Conger 1992, p.5). The results transcend across organizations ranging from military units, Fortune 100 business organizations, and public administration. Similarly, a number of studies have established that transformational and transactional leadership behaviours manifests across diverse cultures. Nevertheless, a review of literature indicates that research probing the effectiveness of transformational leadership within an international context is limited given that the effectiveness of transformational leadership across cultures differs based on the individual cultural values. Transformational leaders inspire followers to achieve more by concentrating on the follower’s values and aiding followers align with the values of the organization (Thomas 2008, p.4). Impact of Transformational Leadership on Organizational Outcomes Transformational leaders impact on subordinates’ by motivating and inspiring them to attain organizational objectives. Transformational leaders also pursue to aid subordinates imagine appealing future prospects related to the organization. Research has indicated that transformational leader’s impact on organizational outcomes such as in-role performance, effort, job satisfaction, organizational citizenship behaviour, and organizational commitment (UNDP 2006, p.5). Organizational citizenship behaviour/performance remains delineated as non-obligatory, intentional behaviour by an employee that exceeds the employee’s ordinary work duties and not linked with any form of organizational reward system. Research has indicated that organizational citizenship behaviour/performance bear a positive effect on employee performance and generates positive benefits for organizations and organizational personnel. Organizational citizenship behaviour is in its mere nature a highly positive and desirable behavioural phenomenon. Furthermore, organizational citizenship behaviour/performance details constructive, selfless behaviour for organizations since its entails employees awarding assistance to each other devoid of expectation that the recipients will have to give anything back (Rondinelli and Heffron 2009, p.9). Past research has indicated that transformational leadership bear a direct influence on organizational citizenship behaviour. Transformational leadership creates workers who undertake their tasks beyond what is expected of them as per their job descriptions (Gill 2006, p.11). Such employees manifest characteristics such as unselfishness, connection to the organization, and faithfulness. Several studies have highlighted a direct linkage exists between transformational leadership and organizational citizenship behaviours such as virtue, courtesy, and altruism. Impact of Transformational Leadership on Organizational Culture Organizational culture mirrors a form of negotiated order that emanates and changes as participants work together, identifying preferences and embodying effective problem-solving styles. Culture represents an aspect of the organizational environment that aids members make sense of their own and others’ behaviour. Organizational culture impacts on all spheres of the organization and influences a number organizational outcome such as performance, productivity, commitment, ethical behaviour, and self confidence (Gill 2006, p.10). The impact of transformational leaders on organizational cultures can be viewed in employees who are employed within the organization. The transformational leaders’ aid subordinates to discover who they are and their role in aiding the organization attain its mission. The interaction between the transformational leader and the subordinates helps in heightening the subordinates’’ commitment to the organization (Sarros, Cooper and Santora 2008, p.145). Studies in diverse organizational types such as industry, religious organizations, military, and technology settings have demonstrated that transformational leaders avail a leadership style that produces effective organizations. Impact of Transformational Leadership on Organizational Vision Transformational leadership possess four components: inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation, which entails motivating individuals, developing a basis for leadership authority and integrity, and stimulating a common vision of the future. Idealized influence and inspirational motivation are related to the leader’s capability to formulate and articulate a shared vision. Developing a transparent vision and inspiring subordinates to seek the vision is critical to transformational leaders (Rowe and Guerrero 2011, p.258). Transformational leaders embody a passionate inspiration and clearly model suitable behaviours. Transformational leadership increases the motivation, performance, and morale of followers via diverse mechanisms. This entails being a role model to the employees by inspiring them and gaining their interest; challenging the employees to seize ownership of their duties, comprehends the strengths and weaknesses of followers so as to align the followers with the tasks that enhance their performance (Carneiro 2008, p.176). The implication of transformational leadership for mangers entail collectively developing an attractive vision; connecting the vision to a strategy for its attainment; establishing the vision, clarifying, and translating it to action; expressing confidence, vitality, and optimism regarding the vision, plus its implementation; and, realizing the vision via planned steps and successes within the path to guarantee its full implementation. Individuals working under a charismatic leader manifest an enhanced task performance (with regard to the number of courses of action suggested and the quality of the performance), enhanced task satisfaction and reduced role conflict and vagueness. Transformational leadership may yield to an enhanced level of satisfaction and effectiveness among the followers (Bass 1999, p.19). Organizations should be more flexible, adaptive, innovative, and entrepreneurial in satisfying the changing demands of the modern environment. Suitable leadership to impact on change is essential; nevertheless, there has been minimal empirical leadership analysis of the theoretical relationship among the central components that make up the change strategy, inclusive of transformational leadership, organizational innovation, and organizational culture. Conclusion Transformational leaders are essential in all organizations and the primary objective of these leaders centres on changing the present structure of the organization and inspiring the organizational employees to believe in a fresh vision that avails new opportunities to both the organization and the employees. The transformational leadership theory has been positively linked to diverse positive organizational outcomes such as a positive influence on organizational citizenship behaviour/performance, organizational culture, and organizational vision. Transformational leadership begins with the establishment of a vision, a perception of the future that will excite and attract potential followers. This vision may be established by the leader or may emanate from a wide series of discussions. This demands energy and commitment by leaders in directing the organization towards change. The transformational leader has to be careful in generating trust and personal integrity and ensure that it aligns with the organization’s vision. In light of the reviewed book, articles and journals, it is evident that organizational change grounded in the leader’s vision and reinforced by the leader’s innovative approach, bear a relatively strong and closer relation with enhanced organizational performance and yields to possible innovation. Research indicates that leadership with the competencies of an innovative approach and vision, accompanied by other characteristics can prove more effective to undertake the intricate phenomena of organizational change with success. Effective organizational can lead to innovation for the organization, which plays a critical role in fostering sustainable success. References List Bass, B. & Riggio, R. (2006). Transformational leadership, New Jersey, Lawrence Erlbaum Associates. Pp.3-4. Bass, B. (1985). Leadership and performance beyond expectations, New York: The Free Press. Pp.4. Bass, B. M. (1999). Two decades of research and development in transformational leadership, European Journal of Work and Organizational Psychology 8 (1), pp.9–32. Boerner, S., Eisenbeiss, S. A., & Griesser, D. (2007). Follower Behavior and Organizational Performance: The Impact of Transformational Leaders, Journal of Leadership and Organizational Studies, 13(3), pp.15-26. Burns, J. M. (2003). 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