Transformational Leadership Model - Coursework Example

Name: Topic: Theories of leadership Institution: Date of submission: Instructor Theories of leadership Introduction An individual who affects other people to attain a particular objective and directs the organization in a coherent and cohesive manner can be considered a leader (Winkler, 2010). Leaders implement this process by leveraging on their skills and knowledge on leadership. In today’s constantly changing and competitive environment, organizations need to be flexible to react to the changing conditions. Specifically, those in senior management and leadership positions have to be quality leaders who can manage the organization effectively and bring desirable benefits. Due to the unique demands that organizations have to meet, managers have to be knowledgeable on how to best manage such organisations effectively, by selecting the most suitable leadership, to ensure continued performance and improvements. While significant progress has been made in learning about leadership, no specific model has been universally accepted as the most suitable formula. By exploring two of the most common leadership models of transformational leadership and situational leadership, this paper seeks to ascertain the suitability of the two models, if adopted by organizational managers. Although leadership is learned, the knowledge and skills that leaders possess can be determined the character traits or attributes such as values, ethics, beliefs and character. The abilities and awareness of a leader can directly affect the process of leadership whilst other attributes contribute to the leader’s characteristics that make him or her unique (Lussier, R. N. 2012)  There are four chief factors in leadership; these include the leader, the followers, communication and situation (Bass, 1998). The leader is the first component of leadership. Leaders must have a clear comprehension of their character in terms of what they are capable of doing and what they know. Followers are they key determinants of the success or failure of a leader and not the leaders themselves. Successful leaders must be able to convince followers of their worthiness as a leader. Followers are a major factor in leadership. Different individuals require different leadership styles. For instance, a person who is motivated requires a different leadership approach compared to a person who lacks motivation. Communication is another key component in leadership. Leaders can lead through a two-way communication, which is mostly non-verbal. Non-verbal communication is whereby the leader sets an example for the followers to follow. The other factor in leadership is situation. All situations are unique. What can be done in one situation cannot always be replicated in another situation and achieve favourable outcomes. Therefore, leaders must use their judgment and choose the most appropriate style of leadership and course of action depending on the prevailing situation (Bass, 1998). Transformational Leadership Model Transformational leadership can be described as a leadership approach that stimulates change people and social systems. This type of leadership creates positive and valuable change among the followers with the aim of growing followers into leaders. Transformational leadership improves not only morale and motivation, but also performance of followers by utilising various mechanisms. These mechanisms include linking the identity of the follower with the mission and the combined identity of the organization challenging followers to be responsible for their tasks, acting as a role model for followers so as to inspire them, and understanding the strong and weak points of their followers so that tasks can be optimized for them. Transformational style of leadership mainly encompasses the ability of the leader to incentivise followers to be able to rise beyond their personal goals (Kippenberger, 2002). Transformational style of leadership is perceived to stem from the personal values that one holds. In this approach to leadership, leaders are inclined to go beyond the common transactional form leadership and are largely characterized as visionary, articulate and are capable of instilling confidence in individuals. Therefore, transformational leaders can motivate and enable followers surpass their usual performance and objectives (Winkler, 2010). Transformational leaders achieve this by changing the values, beliefs and attitude of the followers. They tend to encourage their colleagues and workforce to contribute creatively in the workplace with positive motivation (Bass, 1998). The full range of transformational leadership theory involves four elements, which include charisma, inspirational motivation, individual consideration, and intellectual stimulation. Charisma Transformational leaders tend to motivate their followers to surpass the set performance standard, and to put the interest of the organization before anything else. In order to attain this, the followers must identify the value that their leader holds, and the vision of the organization. This is however directly dependent on the leaders’ show of concern to the workers. Thus, transformational leaders tend to change the organization by showing to the employees, the importance of change. Inspiration motivation Transformational leadership is largely inspirational. Inspirational leaders motivate workers to go beyond their self-interest. Inspiration relies on the ability of the leader to communicate and clarify the vision to the staff and motivate them. Workers in the health organization must at all times work toward achieving the vision. One of the unique characteristics of transformational leadership is its ability to provide purpose and to mean for responsibility, goals, ideals, and objects to the followers. The use of slogans and symbols can be useful in simplifying complex messages to the staff. The followers are willing to commit their time and effort in carrying out their duties, are optimistic about the future, are encouraged, and they have a firm belief in their abilities. Individual Consideration Individual considerations tend to relate interpersonal skills. Leaders can show concern to the followers’ development through delegating duties that provide the employees opportunities to grow. Leaders who are considerate can easily identify the needs of individuals and know what motivates them. On the other hand, empathy and insight enable leaders ensure that all the individual goals and organizational goals are achieved simultaneously. Intellectual Stimulation Intellectual stimulation can be described as the extent to which the leader challenges the norms (Winkler, 2010). Solicits followers’ thoughts and takes risks. Leaders who exhibit this leadership style encourage and stimulate creativity in their followers. These leaders cultivate and develop individuals who reason independently. Unprecedented or unexpected situations are perceived as a learning opportunity by such leaders. The followers inquire about various aspects of their task and contemplate on the best formula to tackle issues. In addition, transformational leaders who exhibit intellectual stimulation view learning as a value. Contingency theory and Situational leadership model The contingency theory in leadership stipulates that there is no specific way to lead because whatever is applicable in one situation might not be applicable in other situation. This theory attempts to provide explanations as to why leaders who are very successful in a certain situation fail when they are moved to another situation or when there are changes in the situation (Barker, 1992). This theory holds that the most appropriate behaviour or action of a leader is dependent on the situation and the followers. The situational leadership model does not support the ‘one size fits all’ approach to leadership. Varying levels of leadership and management are needed depending on the situation. Leaders have first to identify their most vital priorities and responsibilities. Additionally, leaders have to consider the level of readiness their followers have by analysing their willingness and ability. Depending on the identified levels of these variables, leaders should implement the most appropriate leadership style in line with the prevailing situation. In the situational leadership model, these leadership models include directing, coaching supporting, and delegating. Directing This approach to leadership is the most suitable when the followers have low ability and low willingness for the tasks assigned to them. When followers are unable to do the job and are afraid or unwilling to try, then the leader has to adopt a highly directive role (Barker, 1992). Directing expects those in charge to explain the tasks and roles of the followers, and closely watch over their activities. The communication is this type of leadership is one way, and that in charge makes the decisions. If the leader is more concerned about the relationship in such a situation, the followers will be confused about the available options and the action to be taken. When serious issues arise, or there are dire consequences for unsuccessful for improper implementation of the task, directing is the most appropriate type of leadership. The leader upholds a directive role to make sure all the required actions are concluded. Coaching This leadership approach is best suited in situations where the followers exhibit a high willingness but low ability for the responsibilities at hand. Just like directing, also coaching requires leaders to explain tasks and roles clearly, but the leader inquires for suggestions and ideas from the follower. The leader’s prerogative is decision making but the communication is usually two-way. Follower who needs coaching requires observation and direction since they are lack the necessary experience. However, they also need praise and support in order to build their confidence, and participation in the decision-making process to restore their dedication (Winkler, 2010). While coaching, the leader listens, advises and helps the follower to attain the required skills in order to carry out tasks autonomously. Supporting This leadership style is the most suitable in when the followers exhibit low willingness, but high ability to carry out the tasks handed to them. This approach to leadership works when the followers are capable of doing the job, but show lack of commitment or they refuse to do it. The leader does not have to show them what to do, but rather should strive to investigate why followers are reluctant to work, and encourage them to cooperate. For supportive leadership to work, the leader should motivate and build the confidence of people. Clarification and explanation of the task at hand to the followers does not matter in this situation because the followers already have an idea of what is expected of them, but lack the incentive to act. Delegating Delegating as an approach to leadership is most appropriate when followers exhibit high willingness and high ability. Leaders should depend on delegating in situations whereby the followers are capable of doing the job, and they are motivated to carry it out. The leader is a tremendous amount of trust that the follower will perform well since the follower requires little support or supervision. The leader is still involved in decision-making and problem solving, but the implementation is usually left to the followers. In this approach to leadership, the follower has more control. Thus, he is obligated to communicate information to the leader. At this level, followers require little praise or support from the leader. However, just like with anyone, occasional recognition is recommended (Nohria et.al, 2010) Conclusion Although both transformational and situational leadership models can act as a guide on how leaders should lead their followers, the ultimate measure of a leader is based on the response and reaction of his followers. Leaders do not need to impose authority for them to be effective leaders. The influence of leaders should be founded on setting an example and imparting confidence in followers. Bibliography Barker, A. M. (1992). Transformational nursing leadership: a vision for the future. New York, National League for Nursing Press. Bass, B. M., 1998. Transformational leadership: industrial, military, and educational impact. Mahwah: Lawrence Erlbaum Associates. Dubrin, A. J. (2011). Leadership: research findings, practice, and skills. Mason, OH, South-Western Cengage Learning. Fairholm, M. R., & Fairholm, G. W. (2009). Understanding leadership perspectives theoretical and practical approaches. New York, Springer. http://public.eblib.com/choice/publicfullrecord.aspx?p=437897. Kippenberger, T., 2002. Leadership styles. Oxford: Capstone Pub. Lee, D., 2012. The Role of Transformational Leadership Styles in the Home Health Care Industry. 1(1). Lussier, R. N. (2012). Management fundamentals: concepts, applications, skill development. Mason, Ohio, South-Western. Nohria, N., Khurana, R., & Anand, B. (2010). Handbook of leadership theory and practice an HBS centennial colloquium on advancing leadership. Boston, Mass, Harvard Business Press. Northouse, P. G. (2010). Leadership: theory and practice. Thousand Oaks, Sage Publications. Sadler, P., 2003. Leadership. London: Kogan Page Ltd. Slavkin, H. C., 2010. Leadership for health care in the 21st Century: A personal perspective. pp. 1-40. Winkler, I., 2010. Contemporary leadership theories: enhancing the understanding of the complexity, subjectivity and dynamic of leadership. Heidelberg: Physica-Verlag. Read More