Transformational Leadership Plan Essay Example

more elements of transformational leadership for getting the most out of minutes: The follower needs to feel valued by the leader, the follower needs to find meaning in what he or she is doing, and the follower needs a sense of ownership in what's being done. Transactional leadership, especially contingent rewards.

Effectual leadership requires a broad foundation, but it also demands a greater amount of effort, effectiveness, and innovation.

Transactional leading, when augmented by transformational leading, can lead to the satisfaction and fulfillment of hazard taking. When military plebe leaders were asked about the important traits of a good leader, they commonly mentioned traits such as inspiration and rational stimulation.

Individualized consideration provides assurance, strength, and concern for the wellbeing of others, along with the ability to joint one's thoughts and ideas, while supplying theoretical accounts for others to emulate.

The text emphasizes the importance of maintaining high expectations, both for oneself and others, as well as fostering intelligence, self-motivation, and teamwork. These qualities are crucial in the creative process of generating new ideas, which is ultimately a cognitive process.

Located within persons, fostered by interaction procedures in squads, first and foremost,

Advanced individuals are both innovative and advanced, meaning they not only have creative ideas but also strive to put them into action. They are individuals who have a preference for thinking in new ways, thinking globally rather than locally (separating the forest from the trees).

They possess appropriate rational abilities, such as the capability to see jobs in new ways and break free from conventional thought. They have analytical abilities to recognize which ideas are worth pursuing, as well as practical contextual abilities to persuade others of the value

of their ideas.

Pondering the Earth's rotation around the Sun or vice versa is not sufficient. Galileo might suggest that Richard Branson and Bill Gates, if alive today, didn't succeed solely by being rebels; they also possessed the ability to capture and convince.

Encouraging and motivating individuals is crucial in fostering creativity and inspiration. To progress and be innovative, it is important to have a solid understanding of the field while also being open to exploring alternative approaches. Those who have confidence in their abilities are more inclined to introduce new ideas and concepts in the workplace. In a study on role innovation involving over 2 individuals.

According to a study of 000 UK directors, it was discovered that assurance and motivation to enhance knowledge and skills were predictors of innovation after a job change. Tolerance of ambiguity, which is often linked to creativity, allows individuals to avoid the pitfalls of sticking to familiar thinking patterns and increases the likelihood of generating unique ideas and discovering novelty (Burpitt & Bigoness, 2002).

Advanced individuals also tend to exhibit self-restraint, having a strong drive and motivation towards achieving excellence. This persistence against societal pressures likely reduces the likelihood of premature abandonment. According to minority influence theory in social psychology, persistence is necessary for bringing about a change in the majority's views and is a characteristic behavior among pioneers. An employee at 3M discovered Post-it notes because he needed an efficient way to mark the place of an anthem between church services, as he sang in the choir. He became aware of an adhesive being developed at 3M that had poor properties in terms of sticking power.

He had the idea of using

it on small strips of paper to label the hymnal. However, he continued to sell the idea to secretaries, main executives, the sales department, and the revenue department in the organization.

It was a $200 million problem for 3M that lasted for a year. People who are advanced tend to be independent, enjoying and needing freedom in their work. They have a strong desire for freedom, control, and discretion in the workplace and want to avoid bureaucratic constraints or managers exerting too much control.

Such individuals require distinct work objectives and considerable freedom to perform well. In fact, according to a study conducted by Jerry and colleagues, the innovativeness of individuals within a team proved to be a better predictor of team innovation compared to measures of group climate and process.

According to a comprehensive longitudinal survey of 27 top management teams in hospitals, it was discovered that the presence of advanced individuals within the team did not predict the overall level of innovation. However, it did predict the revolutionary changes implemented by the teams. Another factor affecting team innovation is the degree to which team members possess the necessary knowledge, skills, and abilities to effectively collaborate. Some researchers argue that team members require appropriate team knowledge.

The text highlights the importance of accomplishments and abilities, also known as KSAs (Knowledge, Skills, and Abilities), specifically mentioning "team integrating skills". These skills are different from the proficient KSAs that are required for task performance, such as medical skills for a doctor on a chest cancer care team.

The text highlights various achievements related to different aspects of work. These include declaring and resolving conflicts, solving problems collaboratively, and effectively communicating using

decentralized communication networks. In addition, key integration skills mentioned are goal setting, performance management, and coordinating activities.

The more integration achievements team members have, the more likely the benefits of team working and diversity will be evident in terms of team performance.

Leadership processes play a crucial role not only in inventing proposals and executing them successfully, but also in overseeing the relationship dynamics among team members, team processes, and the overall invention process. These leadership processes can either encourage or hinder the emergence of behaviors and achievements that are supportive of team invention. A dominant leadership style can greatly impact these dynamics.

A leader who directs may hinder squad members from discussing change and consistently decrease their confidence and determination to initiate innovative execution. Additionally, such a leader may suppress the expression of squad knowledge, skills, and abilities (KSAs) by consistently controlling decision making or discussions. A more transformational leadership style is likely to enhance the influence of individual traits such as confidence.

The text discusses the impact of innovativeness and tolerance of ambiguity on group procedures, specifically in relation to support for invention and innovation execution. The text also emphasizes the need to synthesize different aspects of transformational leading into a single leading program. Additionally, it mentions that many global companies operate under a traditional model of strong individual leadership at the top.

Moreover, the quality of leadership has a direct impact on the overall public performance of these companies. Some companies, as well as certain business units within others, have a unique type of leadership. Rather than being solely carried out by one individual, typically the CEO, these organizations have embraced a shared responsibility

for leadership.

The text suggests that in these organizations, leadership is characterized by a chorus of diverse voices, rather than the typical top-down approach of a strong leader empowering others. While cascading is often observed in these organizations, where leaders down the line are empowered by a strong leader at the top, it is just a portion of what is seen. The key tasks and responsibilities of leadership are institutionalized in the systems of these organizations.

Patterns and civilizations within an organization greatly depend on the continuous support of its leaders, regardless of their personality. It is now understood that this type of leadership is deeply embedded in systems.

Procedures and civilization in organizations are influenced by the presence of a high-profile leader who motivates and supports people at all levels. However, without this leader, individuals tend to behave more like owners and entrepreneurs rather than employees or hired custodians. They take on the responsibility of managing financial performance and risk. They also proactively solve problems and act with a sense of urgency. Additionally, they willingly hold themselves accountable for meeting commitments and upholding the organization's values. Despite having diverse perspectives, they share a common leadership philosophy and language that embraces tolerance for different views and a willingness to experiment. To support these distributed leadership behaviors, they establish, maintain, and adhere to systems and procedures designed to measure and reward them. It's important to note that this model of leadership is not new.

Undoubtedly, the concept has existed for a significant amount of time and went unnoticed due to our focus on influential figures. We also fell prey to the prevailing belief that personalized, proactive leadership is essential during

periods of swift transformation. Additionally,

It is important to note that the observed organization-based model was not the only one identified, nor necessarily always the most effective. In reality, the two most successful companies in the sample operate on two different models.

Both Oracle and Enron have different approaches to leadership. Oracle is headed by a strong individual leader, while Enron has a more diffused and systematized approach to leading duties. Therefore, instead of suggesting a new "best way to lead," we are drawing attention to a previously unnoticed but equally viable alternative to the traditional leadership model.

Among other things, this finding helps to explain some persistent contradictions to the dominant theoretical account of leadership. If leadership were solely based on a single trait...

• Why is it that certain companies consistently show the ability to innovate, develop new strategies and products, and outperform their competitors throughout the tenure of multiple different CEOs? For example, Intel has achieved great success under the leadership of Gordon Moore, Andrew Grove, and others.

Now, Craig Barrett. Why is it that some CEOs who have succeeded in one organization frequently give unimpressive public presentations in the next? Take George Fisher, for example, who was highly successful at Motorola but much less effective at Kodak.

On the other hand, why is it that some companies led by unimpressive CEOs manage to achieve good performance records? Faculty members, unable to measure the correlation between CEO style and organizational performance, have found no objective relationship between these two factors. Their conclusion, unhelpfully, is that "it all depends." Furthermore,

As history has shown, when concerns become reliant on a single leader, there is a significant risk. If

that individual retires, leaves, or dies while in office, there is a possibility that the organization will lose its ability to continue thriving. Just look at the decline of General Motors after Alfred Sloan, ITT after Harold Geneen, and Polaroid after Edwin Land.

Companies often discover the hard way that no single person, no matter how talented a leader, can save an organization from mediocre performance. This applies to both IBM and Coca-Cola, even after Roberto Goizueta.

"It's possible to be 'right' all the time," as one CEO stated, "but none of us is as smart as all of us." This is because leadership involves accomplishing tasks through the efforts of others.

It is clear that an individual leader has limited influence on company performance, except for trying to impress investors (Howell & Avoiio, 2003). Given these findings, it is not surprising that our research discovered a similar trend in numerous thriving companies.

Leading is viewed as both an institutional capacity and not solely as an individual characteristic. It is evident that numerous corporations, which consistently feature on "most respected" rankings, possess the greatest institutionalized leading capacities. Comparable to individual IQs, companies have corporate LQs - leadership quotients - that are measurable and comparable.

Furthermore, unlike a single IQ, an organization's leading capacity can be enhanced through targeted effort. Thus, we can now provide a clearer explanation for why companies such as Intel.

ABB, GE, Enron, BP, and Ford.

Nestle and Motorola consistently reinvent themselves year after year, under the guidance of various leaders. These companies are not only filled with leaders at every level, but they also make conscious efforts to build their leadership qualities (LQs).

When it comes

to their overall organizational leading capacities, it is important to note that some companies with successful track records may not invest much, or any, in this area.

Instead of focusing on traditional, individual leadership development, these companies prioritize developing qualities in the organization rather than in a specific leader. Rather than asking what qualities a leader needs to develop, they ask what qualities the organization needs to develop. This approach may go against current beliefs about the significance of leadership.

On contemplation, it squares with experience, namely at Motorola, where there has been a decades-long form of self-renewal that has consistently contradicted the expectations of Wall Street analysts on at least four occasions.

Despite being written off for dead multiple times, Motorola has managed to turn itself around without the leadership of a dominant figure like Jack Welch. This has happened under the guidance of various individuals within the company.

Based on the knowledge gained from our survey, we suggest that Motorola's success is attributed to their strong leadership capacity. This capacity was established over a 30-year period by former-CEO Bob Galvin's leadership teams (Dong et. Al., 2001).

The effectiveness of the organizational leadership model should not be a surprise to those who have attempted to change the behavior of a CEO or any executive who has earned their way to the top. These influential executives often view leadership as being based on position. In their eyes, the CEO is the leader of the corporation by definition.

For illustration, a couple of years ago we proposed to the CEO of a Fortune 500 company, as well as his executive team, that they could benefit from a leadership development program.

The CEO reacted with surprise and annoyance, looking at us as if we were complete strangers, and responded with frustration. "If the board believed there was someone more qualified to lead this company, they would have chosen that person instead of me."

Given the prevalence of ego-driven denial among executives, it is logical that the high-LQ companies in our survey prioritize focusing on business-related activities as the foundation for leadership development. This means they emphasize improving the collective ability of their leaders to fulfill their essential tasks, rather than trying to fix them individually.

The main takeaway from this is not that individual leading behaviors are unimportant, but rather that in certain cases, it may be more effective to address them as secondary to organizational issues. Additionally, it is much easier for leaders to learn to approach business processes differently than it is for them to change their inherent character.

III. Sum up the results of transformational leadership and invention

Among the elements of transformational leadership, idealized influence and inspirational leadership are the most effective and fulfilling. Individualized consideration is slightly less effective. However, all four elements of transformational leadership are more effective than constructive dealing.

However, constructive minutes are generally effective and fulfilling in most situations, unless a leader cannot control how a follower is rewarded for good performance. Actively taking disciplinary action - monitoring follower performance by excluding them - is slightly less effective and fulfilling. On the other hand, waiting for problems to arise or remaining oblivious until a disaster occurs is considered poor leadership.

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Ineffectual and unsatisfying leadership is commonly observed. The least effective and dissatisfying approach involves individualistic leadership,

wherein leaders avoid taking charge and neglect their responsibilities. Research involving more than 5,000 cases has verified these conclusions.
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Transformational leadership complements transactional leadership by enhancing follower satisfaction and performance. It does not replace transactional leadership. In other words, constructive and disciplinary transactions may only have marginal effects on followers unless combined with one or more elements of transformational leadership. For optimal outcomes, followers need to feel valued by the leader and find meaning in their tasks.

Transactional leadership involves giving followers a feeling of ownership in the tasks being performed. This leadership style is particularly effective when contingent rewards are offered. It provides a solid foundation for effective leadership, although it requires a greater amount of effort.

Transactional leadership, when combined with transformational leadership, can lead to effectiveness, innovation, risk-taking, and satisfaction. Transformational leadership can take the form of being directive, participative, democratic, or autocratic.

Transformational leading is often misinterpreted as elitist and antidemocratic, even though it has been promoting democratic values since the 1930s.

Participative leadership is often praised. Many directors have realized the importance of seeking input from those who will carry out decisions. While not all directors use a democratic vote or aim for consensus in participative decision making, there are numerous benefits to empowering followers and promoting self-management.

However, many situations require a leader who is significant, decisive, and guiding. The outcome of democratic decisions can sometimes result in a collective lack of knowledge among a group of inexperienced individuals.

Novitiates may seek guidance and advice on what tasks to undertake and how to approach them, even in the absence of a designated leader. Each individual must take initiative and begin taking on responsibilities, eventually

gaining recognition as a leader. There is often confusion between transformational leadership and democratic, participative leadership, which is a common occurrence.

However, there are times when leadership can also be guiding, decisive, and important. Idealized leaders have the ability to direct followers who rely on them to help the team overcome a crisis by implementing radical solutions to address the issues. Once again.

Inspirational leaders possess an exceptional ability to provide clear guidance and motivation to their followers. They have the power to intellectually stimulate and challenge their followers. Additionally, they show individual consideration by addressing the unique needs of each follower, rather than solely focusing on achieving equality among them. Simultaneously, these leaders are capable of fostering a shared vision, generating new ideas, and encouraging collective efforts. Moreover, they foster active participation of their followers in the transformative processes.

Transactional leadership can be either directive or participative, just like transformational leadership. Most leaders' profiles consist of both transformational and transactional approaches. Otto Von Bismarck's attitudes and behaviors are an example of transactional leading, as his efforts resulted in the unification of Germany in 1871.

The text explores how transformational and transactional leadership styles can be either directive or participative, democratic or authoritative (Deborah, 1999). Numerous examples of behavioral characteristics of transformational leadership emerged from interviews with executives regarding their observations of leadership. The interviewees attributed idealized influence or charismatic leadership to their leaders for exhibiting qualities such as setting examples and demonstrating determination.

Having exceptional gifts, taking risks, creating a feeling of authority, demonstrating commitment to "the cause," cultivating a sense of a shared mission.

Exploiting crises and adopting extreme measures, leaders instill faith in their followers. Successful leadership entails

providing purpose and presenting challenges, while also envisioning a bright future.

Modeling outlooks, making self-fulfilling prophesies, and believing in front are all part of intellectual stimulation. This is evidenced when leaders question premises and encourage followers to use intuition.

At first, they entertained thoughts that may have seemed silly. They created inventive visions and asked subsidiaries to rethink solved problems. They also saw unusual forms. The leader's minimal hold in answering interviewees demonstrated individualized consideration and concern for their followers' wellbeing.

Assigned tasks according to requirements and skills. Promoted bipartisan exchange of ideas. Offered support whenever necessary. Encouraged personal growth. Skilled in providing guidance and effectively mentoring.

counseled. coached. When military plebe leaders were asked about the important traits of a good leader, they typically described traits of inspiration.

rational stimulation, individualised consideration, assurance, strength, concern for the wellbeing of others, the ability to joint one’s thoughts and ideas, supplying theoretical accounts to be emulated by others.

Maintaining high outlooks for oneself and others, as well as keeping others intelligent and self-motivated (Atwater, Lau, Bass).

Avolio, Camobreco, and Whitmore (1994).

Components of Transformational Leadership

Transformational leadership involves more than just establishing basic agreements or understandings with colleagues and followers. It involves engaging in behaviors that achieve outstanding results by utilizing one or more of the four elements of transformational leadership. The first element is idealized leadership, where followers strive to identify with their leaders and imitate them.

Secondly, the leader motivates and encourages others through challenging them and persuading them, instilling a sense of purpose and understanding. Additionally, the leader promotes intellectual stimulation.

Expanding the use of their abilities, finally the leading is separately considerate, providing support to the following.

The questionnaire

called the Multifactor Leadership Questionnaire (MLQ) allows for the assessment of mentoring, training, and other aspects of leadership.

One can portray themselves as a leader, and those who work with them, for them, and under them can also view them in the same way. This concept is known as Idealized Leadership.

Transformational leaders serve as role models for their followers, garnering admiration, respect, and trust. Followers identify with these leaders and aspire to emulate them. One approach these leaders take to achieve this recognition is prioritizing the needs of others over their own personal needs.

The leader shares dangers with their followers and is consistently fair instead of random. They can be relied upon to do what is right, displaying high standards of ethical and moral conduct. They refrain from using power for personal gain and only use it when necessary. Additionally, transformational leaders inspire and motivate others by providing meaning and challenges in their followers' work. This fosters team spirit among the group.

The leader conveys enthusiasm and optimism while involving followers in envisioning appealing future states. The leader effectively communicates desired outlooks that followers aspire to encounter and exhibits dedication to goals and the shared vision.

Intellectual stimulation is a characteristic of transformational leaders. They encourage their followers to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways. Individual members are not publicly criticized for their mistakes.

New ideas and innovative job solutions are sought from those involved in addressing problems and finding solutions. These individuals are encouraged to try new approaches, and their ideas are not criticized if they differ from the leader's. Transformational leaders pay special attention to each person's

needs for achievement and growth by acting as a coach or mentor.

Followings and co-workers are developed to attain higher degrees of potential. Individualized consideration is practiced by creating new learning opportunities in a supportive environment. Recognition of individual differences in terms of needs and desires is acknowledged. The leader's behavior displays acceptance of these individual differences (e.g., some employees receive more encouragement).

Some individuals desire greater autonomy, while others prefer firmer criteria and some prefer more task construction. It is important to encourage bipartisan exchange in communication and practice "management by walking around".

Interactions with followers are personalized (e.g., the leader remembers old conversations, is cognizant of individual concerns, and sees the person as a whole individual instead of just an employee).

The considerate leader listens attentively and effectively. They delegate tasks to develop their followers. The delegated tasks are monitored to assess if extra guidance or support is needed and to track progress; ideally, followers don't feel like they are being excessively supervised.

Bibliography

Jerry C. Wofford, J. Lee Whittington, Vicki L. conducted a study on the effectiveness of transformational leadership. They investigated how follower motive patterns can moderate the impact of transformational leadership. The results of their research were published in a journal article.

The article "Goodwin; Journal of Managerial Issues. Vol. 13. 2004" addresses two important leadership questions: the effectiveness of transformational leadership and the appropriate level of analysis for studying it. The article reviews literature on potential moderators within the transformational leadership paradigm and explores whether transformational leaders adapt their behaviors to different subsidiaries. The present research also examines the potential moderator effects of the demand

for liberty and growth need strength.

In the journal article "Percepts of Transformational Leadership among Asian Americans and Caucasian Americans: A Level of Analysis Perspective" by Dong I. Jung, the author discusses transformational leadership from a level of analysis perspective, comparing perceptions of transformational leadership between Asian Americans and Caucasian Americans.

Francis J. Yammarino published an article in the Journal of Leadership Studies. The article is in Volume 8.

In 2001, a survey proposed a theoretical model of transformational leadership and its impact on various processes and outcomes in Asian Americans and Caucasian Americans. The study also examined the relationships between the concept of involvement. The results showed that the effects of transformational leadership were positive, particularly among Asian Americans compared to Caucasian Americans. Further analysis revealed that the differences in perceptions of transformational leadership and other variables in the two cultural groups were primarily attributed to individual differences. These findings suggest...

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• We offer various theoretical and practical deductions:

We focus on the topic of transformational leadership and urban renewal, as discussed in Deborah R. Rada's journal article, "Transformational Leadership and Urban Renewal" (1999, Journal of Leadership Studies). Despite Burns’s argument that transformational leading can occur at all levels of organization and society, most discussions on transformational leadership have been centered around individuals in traditional hierarchical power positions. However, this paper examines a different aspect - social movement and urban reclamation, which involves voluntary action by individuals not in hierarchical power positions. The paper highlights the urban reclamation efforts of two southern California towns, along with examples from other towns'

reclamation efforts. It is demonstrated that many reclamation attempts use a transformational leadership approach. Furthermore, it is shown that these attempts, which utilize a transformational leadership approach, are often more successful than those that do not. Consequently, it can be concluded that transformational leadership does occur in voluntary non-hierarchical groups and leads to significant change. The paper recommends further research to confirm these findings and advocate for the broader recognition and promotion of transformational leadership in various organizations.

Another relevant journal article is "Transformational Leadership, Transactional Leadership, Venue of Control, and Support for Innovation: Key Predictors of Integrated Business-Unit Performance" by Howell.J.M. & Avoiio.B.J. (2003, Journal & Applied Psychology).

contributions towards this paper.