The Effect of Transformational Managers on the Positivity and Physical Capital of the Employees - Essay Example

How transformational managers affect employee’s physical capital and their positivity you have to relate it to the UAE University Student Id Course Date Introduction Leadership in any organization is important in enhancing the productivity of employees through providing the necessary working environment that can make them work harder. The positivity and the physical capital of the employees are what determines the performance of the employees by improving their morale towards work. Considering the working environment in the United Arab Emirates, ensuring that the employees have the necessary positivity is crucial in ensuring improvement in performance. The physical capital among the employees has an important impact on the performance of the workers where the management has to ensure the employees have the necessary morale towards work (Aldoory and Toth, 2004). Transformational managers are important in developing a good working environment that is in a position to motivate them to work towards achieving the set organizational objectives. Therefore, it is clear that the transformational leadership has an impact on the physical capital and positivity of the employees. This paper explores the effect of transformational managers on the positivity and physical capital of the employees while relating it to the United Arab Emirates. Types of leaders affecting positivity of employees There are three main types of leaders affecting the positivity of the employees that include transformational leaders, laissez-faire leaders, and transactional leaders. The transactional leaders are mainly focused on the intrinsic needs of the employees in UAE. The intrinsic needs of the employees in include the factors that determine the positivity of the employees. It is the positivity that determines the motivation of the employees to work hard in the process of discharging their job obligations. The intrinsic needs of the employees include the need for better pay, good working environment and employment terms (Keegan and Den, 2004). The moment the leaders ensure these needs are met the employees are likely to be motivated to work harder with the positivity to achieve the set objectives of the organization. This is an indication that meeting the intrinsic needs of the employees has positive impacts on the positivity of the workers that determines the motivation level. Transformational leaders affect the positivity of the employees through empowering the employees that act as an important source of important motivations to the workers. The leaders who embrace transformational leadership are likely to build trust with its employees through developing the necessary working environment that is motivating to the workers. The working environment is determined by the relationship that exists between the employees and the leader hence providing an atmosphere that positively affects the positivity (Patiar and Mia, 2009). Transformational leaders foster improved collaboration with the employees where the set an example hence ensuring the employees have the necessary positivity for improving the productivity of the employees. It is the level of positivity that determines how the workers are committed to achieving the set objectives of the organization. Setting role model and creating a vision is important in the process of developing the necessary motivations for ensuring positivity among the employees. Transformational leaders usually engage the workers in their operations making the employees have the necessary morale to work harder. The laissez-faire leaders are less concerned about the needs of the workers hence negatively affecting the positivity of the employees. The workers lack the necessary morale of working hard to achieve the set objectives of the company. In an organizational setting, employees can only be motivated when their interests and needs are met. It is clear that laissez-faire leaders cannot be in a position to improve the level of motivation of the employees. As a result, the productivity of the employees in organizations that are led by laissez-faire leaders is likely to decline as the workers lack the necessary motivation to improve performance (Vinkenburg, et al, 2011). Transformational leaders are considered to be the best leaders out of the three leaders in the process of positively affecting the positivity of the employees. They ensure that the workers are provided with a necessary working environment that is motivating hence important in enhancing the positivity of the workers to work towards achieving the organizational goals. Therefore, considering the dynamic UAE business environment transformational leaders are the best in making sure that the employees are positively affected to improve their productivity. The leaders who are usually in charge of the laissez-faire leadership in most of the times they evade decision making, delay in taking actions and also absent themselves when they want. However, even though the laissez-faire leadership is somehow similar to the management in terms of passive leadership, the majority of the researchers have made an argument that this kind of leadership should be dealt with separately since it represents the absence of any kind leadership. Therefore, the laissez-faire leadership is usually treated separately from either transformational or even from the transactional leadership. In addition, as a result of the introduction of the laissez-faire leadership, both the transactional and the transformational leadership have actually been investigated thoroughly through the research studies. According to Patiar and Mia (2009), the transformational leadership has been proved to be more popular as compared to the other forms of leadership. Types of physical capital The physical capital can include hope, efficacy, optimism and resilience. The physical capital is crucial in determining the productivity of the employees in any organization. Hope is one the types of physical capital that show the positive motivations of the employees towards work. The level of motivation is responsible for making sure that there is the necessary commitment among the employees that is necessary for improving their productivity (Hoel, et al, 2010). It is the hope among the employees that can make them be positive or negative towards a certain situation in an organization hence important in the performance of any firm. Optimism is also a type of physical capital that is associated with the confidence among the employees. The confidence determines the reaction of the workers towards different issues in any organization. Optimism is important in making business decisions that are a risk and need a lot of considerations (Patiar and Mia, 2009). Being optimistic can help the employees in being visionary as they can be in a position to develop future plans that they have the confidence to achieve. Self-efficacy is the third type of the physical capital that is determined by the confidence of the workers in achieving their set goals. This physical capital is crucial in implementing the formulated strategies as employees can have the necessary confidence of achieving the set objectives despite the situation (Emery and Barker, 2007). Self-efficacy is essential in improving the productivity of the employees through working towards achieving the set objectives of the organization. Resilience is the fourth type of physical capital that entail the capabilities of the employees to work in an environment that is stressful. The employee flexibility in addressing situations at work is associated with the resilience of the worker. The employees who are resilient are likely to be in a position to survive tough times in an organization hence able to achieve the goals despite the many challenges that might be present (Nielsen, et al, 2008). The organizational challenges can be best managed by employees who are resilient to the difficulties they face in their operations. The physical capital of the employees is important in the process of determining the level of performance of the employees. Transformational leadership ensures a positive relationship with workers that is crucial in developing positivity among the workers. The four physical capital can be promoted by transformational leadership as it has the ability to transmit hope, efficacy, resilience and optimism to the employees. Therefore, transformational leaders can be in a position to positively relate the productivity of the employees through ensuring that they are motivated to work harder (Bjugstad, et al, 2006). Considering the working environment in UAE, physical capital is important in achieving success in the market. For instance, the UAE market needs resilience due to the various challenges that are likely to be faced by the employees in their places of work. Some of the challenges that are common in the working environment in UAE is coping with the issue of diversity due to the many workers who come from different cultural backgrounds. The effects of transformational managers on the positivity and physical capital of employees A survey was conducted to help in establishing the effects of the transformational manager on the positivity and physical capital of the employees. Questionnaires were used as the important tools of collecting the necessary data for helping in the research. The respondents were requested to respond to the questions contained in the questionnaire with the aim of establishing the effects that the transformational leaders have on transmitting positivity among the employees. The data collected was evaluated to establish the effects of transformational managers on employee positivity. According to the survey, transformational managers play a critical role in the process of making sure that the employees have the necessary positivity for improving their performance. The positivity in the employees is influenced by the leadership behaviors of the transformational managers. For instance, transformational managers lead by setting role models hence ensuring that there is a close relationship existing between the employees and the manager. Also, transformational managers ensure that the employees are involved in the decision-making process hence playing an important role in making the employees work harder. The level of positivity in any organization is likely to be determined by the communication of the management where ensuring a close communication ensures that the employees are motivated. In many organizations lead by transformational managers, communication between the management and the employees is improved through enhancing the level of engagement (De Vries, et al, 2010). Transformational leadership is important in the process of improving the morale of the employees to work harder towards improving the performance of the organization. The organizational performance can only be improved if the employees have the appropriate positivity and physical capital that can help them ensuring they are competitive (Voon, et al, 2011). Considering the nature of the business environment in UAE it is important for the employees to have the appropriate physical capital that can help in achieving success in the market. For instance, hope and resilience are important in managing a working environment that is challenging. Transformational managers are able to transmit the necessary positivity and physical capital to the employees hence improving their productivity by motivating them to work harder (Jones and Rudd, 2008). The challenging workforce found in the UAE market needs employees who have the necessary resilience to be able to manage the cultural differences associated with expatriates. Transformational leadership can then be important in making sure that the employees are equipped with the appropriate physical capital that can enhance their productivity in the UAE market. An organization can ensure that positivity and physical capital in the workforce are improved through transformational leadership that provides a motivating working environment (Dulewicz and Higgs, 2005). The leaders are expected to be the role models who need to show optimism, hope, resilience and efficacy necessary for improving performance in UAE. Besides, the leadership positions need to be given to the employees who are able to show some positivity and physical capital hence in transmitting the same to the workers. Effective leadership that can make sure that the necessary working conditions for promoting positivity necessary for improving performance are the transformational leadership style. Conclusion There have been both correlation studies and also experimental studies which have been conducted concerning the various forms of leadership where these studies have used the subjective perceptions of the effective leaders. In addition, most of the studies concerning leadership have been conducted in broad settings such as in the military setting, education setting and also in business setting. However, the majority of the research concerning the transformational leadership has actually been mostly used in the United Arab Emirates, even though a lot of support has been obtained from the international studies. Importantly, it is not only the theory of transformational leadership which has been broadly studied but also other leadership studies like laissez-faire leadership and transactional leadership. Transformational managers have proved to have significant effects on improving the level of motivation of the employees to work harder. As a result, transformational managers are able to positively affect the positivity and physical capital of the employees. References Aldoory, L., & Toth, E. (2004). Leadership and gender in public relations: Perceived effectiveness of transformational and transactional leadership styles. Journal of Public Relations Research, 16(2), 157-183. Bjugstad, K., Thach, E. C., Thompson, K. J., & Morris, A. (2006). A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral and Applied Management, 7(3), 304. De Vries, R. E., Bakker-Pieper, A., & Oostenveld, W. (2010). Leadership= communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of business and psychology, 25(3), 367-380. Dulewicz, V., & Higgs, M. (2005). Assessing leadership styles and organisational context. journal of Managerial Psychology, 20(2), 105-123. Emery, C. R., & Barker, K. J. (2007). The effect of transactional and transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel. Journal of Organizational Culture, Communication and Conflict, 11(1), 77. Hoel, H., Glasø, L., Hetland, J., Cooper, C. L., & Einarsen, S. (2010). Leadership styles as predictors of self‐reported and observed workplace bullying. British Journal of Management, 21(2), 453-468. Jones, D., & Rudd, R. (2008). Transactional, Transformational, or Laissez-Faire Leadership: An Assessment of College of Agriculture Academic Program Leaders'(Deans) Leadership Styles. Journal of Agricultural Education, 49(2), 88-97. Keegan, A. E., & Den Hartog, D. N. (2004). Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers. International journal of project management, 22(8), 609-617. Nielsen, K., Yarker, J., Brenner, S. O., Randall, R., & Borg, V. (2008). The importance of transformational leadership style for the well‐being of employees working with older people. Journal of advanced nursing, 63(5), 465-475. Patiar, A., & Mia, L. (2009). Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia. International Journal of Hospitality Management, 28(2), 254-262. Vinkenburg, C. J., Van Engen, M. L., Eagly, A. H., & Johannesen-Schmidt, M. C. (2011). An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?. The Leadership Quarterly, 22(1), 10-21. Voon, M. L., Lo, M. C., Ngui, K. S., & Ayob, N. B. (2011). The influence of leadership styles on employees’ job satisfaction in public sector organizations in Malaysia. International Journal of Business, Management and Social Sciences, 2(1), 24-32. Read More