Transformational Leadership Paper Essay Example for Free

Transformational leadershiphip Paper EssayAbstractThe decide of this paper is to identify the the role a transformational leader croup play in order to belittle the volatility that a diversify or transformation brings about in an organisation. The paper discusses the two or so common leadership styles, transactional and transformational leadership, and their differences. The qualities and marks of a transformational leader assume been discussed. Most importantly this paper tries to associate the qualities of stirred intelligence to a transformational leadership style, and how the two feed into one an new(prenominal). IntroductionToday the world has let a global village and markets have expanded to the extent that now firms be competing on a global level. This on one has letd firms with a massive opportunity and on the other hand it as well demands more than hard-work and effort from the workers. The challenge and so is how to tackle the ever-changing work-surroun d.When one speaks of the dynamic work environment one has to realize the importance of Good Leadership in such a scenario. So, the leaders of todays companies have a lot to c be about and a lot of responsibilities to take c ar of. in that locationfore, it is totally up to the leadership to tie some of the human skills at hand and motivate them in order to make sure that they adapt quickly and easily to the work environment and thus maximize efficiency.Leaders by and large may be categorized into two classifys, transactional leaders and transformational leaders. Transactional leaders are the kind of leaders whoguide or motivate their followers in the direction of established goals by clarifying role and task requirements (Robbins and Judge, 2005). The other type of leaders inspire followers to transcend their own self interest for the good of the organization. They are fit to have a profound and extra-ordinary effect on their followers, these are transformational leaders (Rob bins and Judge, 2005).Transformational leaders are are attractive in nature and have the ability to provide individualized consideration and intelligent simulation (Robbins and Judge, 2005). Transformational leaders pay attention to the concerns and development needs of individualized followers they counterchange followers awareness of issues by helping them to look at old occupations in new ways, and are therefore able to excite, arouse and inspire followers to put in extra effort to achieve group goals (Robbins and Judge, 2005).AnalysisLeadership at the top is never easy for even the most experienced multitude. For psyche taking on the job of CEO for the first time, mastering the new skills and sorting out the uncertainties that go with the position can be an overwhelming challenge. The fact is that for most of the CEOs especially the freshly appointed ones it is passing difficult to familiarize themselves with the responsibilities and the risks that are associated with the job, and usually it requires some time and experience before they can deliver.The center field for Creative Leadership has estimated that 40% of new CEOs fail in their first 18 months (Dan Ciampa 2005). Whats more, the grind rate is on the rise In a 2002 study, the centre found that the number of CEOs leaving their jobs had increase 10% since 2001 (Dan Ciampa 2005). As a recent report from the outplacement firm Challenger, Gray Christmas points out, The biggest challenge looming over integrated America is finding replacement CEOs.(Dan Ciampa 2005) soak up Coca Cola for an example, when the company lost its CEO Robert Goizueta in 1997, the two subsequent CEOs suffered in his shadow, as populate expected them to perform the same way Goizueta did, however, star(p) as suggested earlier is the problematicest job amongst all. Goizueta had guided Coke through its glorious years of the 1980s and the most of 1990s, leading it to perennially unrealistic expectations by shareholders.Thi s is why change management is regarded as a tough job, because changes can occur in the external macro-environment and at the same time in the internal environment, as incase of Coke, whose CEO Robert Goizeuta died of cancer. And since then Coke has never been able to make up for the loss, and Pepsi has gained a crucial market share since then.Jack Welch is probably the first name that comes to mind when we speak of transformational leaders. Richard Branson of the Virgin group is another very famous transformational leader (Robbins and Judge, 2005). When we speak of transactional and transformational leaders, they shouldnt be considered or viewed as opposing approaches to getting things done. Transformational leadership is built on top of transactional leadership, as it produces levels of follower effort and performance that go beyond what would with a transactional approach alone (Kotter, 1995).A transcational leader believes in exchange of rewards for effort as a major source of intrinsic and extrinsic motivation. He rewards good performance, and recognizes accomplishments. He tries to identify deviations from rules and standards, and later reverts to corrective measures, and intervenes provided if he believes that the standards have not been met. Transactional leaders usually abdicate responsibilties to others empowering them but also avoiding to go throw the challenging phase of decision-making.Trasformational leaders, on the other hand, are charismatic by nature, i.e. they provide vision and sense of mission, instills pride, gains respect and trust of his followers (Kotter, 1995). But, transformational leadership is more than just charisma. Because all charismatic leaders would want is to make sure their followers share the same viewpoint on things as they do, whereas transformational leaders will try to instill in followers the ability to question views, views established by the leaders themselves.Transformational leaders act as a source of inspira tion to their followers, communicating high expectations, exploitation symbols to focus efforts, expressing important purposes in simple ways. Transformational leaders also promote intelligence, rationality and careful problem solving skills (Robbins and Judge, 2005). But the most obvious and impotant trait of a transformational leader is that they offer individualized considerations to their followers, natural endowment them personal attention, treating them all individually, coaching and advising them on a one to one basis.The evidence supporting the superiority of transformational leadership over the transactional variety is overwhelmingly impressive. For instance, a number of studies were conducted with American, German and Canadian military officers, be to different ranks, and the eventual verdict was that transformational leaders were evaluated as more effective than their transactional counterparts. Similarly, managers at Federal posit who were rated by their followers a s exhibiting more transformational leadership were evaluated by their immediate supervisors as higher performers and more promotable.Much has been written about leadership and the qualities that fuel leadership such as intelligence, passion, toughness, determination, ethics, credibility, integrity, vision, etc. oftentimes left off are the lists softer and more personal qualities, but recent studies have proven that they are equally important. Researchers have proposed a new term called Emotional Intelligence, and it may well help oppose the outstanding leaders from the merely adequate ones. Emotional intelligence is one of the major aspects of transformational leadership.This may be because, effective transformational leaders rely on the expression of feelings to help convey a message therefore, they consume a higher level of emotional intelligence. Emotional intelligence helps leaders manage the mood of their organizations which is an intrinsical part of the transformation proc ess (Satterlee, 2007). Emotional intelligence is what makes transformational leaders self-aware and empathetic to a great extent. They can read and regulate their own emotions while intuitively grasping how others feel and gauging their organizations emotional state.According to Daniel Goleman, who conducted a lot of research on Emotional Intelligence, there are v main components to emotional intelligence. Self-awareness is the trait where emotional intelligence actually buzz offs (Goleman, 1998).Transformational leaders with a greater course of self-awareness are never hesitant to talk about and discuss their weaknesses and it is this attitude that later brings upon a positive change in them as they are able to improve upon such weaknesses with time. This helps a leader in bringing about a transformation as he is someone who live ons his limitations and he knows when and where he can actually stand-up and deliver for the rest of the workforce and be a motivator for them, i.e. when can he lead by example. Thus he knows which tasks and changes can actually be brought about in an organization and which ones cannot.The second trait is self-regulation, and that leaders with this trait can control their emotions and impulses better and channel them for good purposes (Goleman, 1998). This brings about an openness to change and transformation in their attitude and behavior, and increases their trustworthiness and integrity, and also helps them remain comfortable in ambiguous situations and scenario. And this is what subordinates try to see in their leaders, especially in times of change and transformation.Motivation is maybe the most important trait and the most obvious one that a leader is judged upon. Its the motivational abilities of a leader that gives the sub-ordinates the notion that the leader has a strong drive to achieve. It portrays the optimism of the leader towards the followers, such that they know their leader would still be optimistic when facing failure, so it has to do more with the mind than anything else. It is the advantageousness of the mind, it emanates from the mind of the leader and leads its way to the minds of the followers (Michael Roberto and David Garvin 2005).Empathy is the ability to understand the emotional makeup of other people. Empathy is the trait that enables a leader to be an expert in establishing and maintaining talent, something that is critical to the process of transformation. It enables him to treat people according to their emotional reactions. This is why he can be successful in getting the most out of the talented people that work under him, making him a better man manager.He is able to manage and lead people from various different backgrounds and cultures, belonging to various social and scotch classes, i.e. it increases the cross-cultural sensitivity of the leader himself. With the businesses and economies globalizing, leaders have to lead and manage people belonging to different culture s which is the major reason why change management in such a scenario is very difficult, however, if only a leader can empathize with his followers, it makes the job half as difficult as before.The shoemakers last trait that comes under emotional intelligence is the social skills of the leader. Transformational leaders need to be proficient in managing relationships and constructing networks that lead to effectiveness in change management ans transformation. Such a leader is able to find common ground between individuals and situations and scenarios and is able to build rapport. It also improves his persuasiveness and the ability to build and lead teams.A transformational leader combines emotional intelligence with the courage to raise the tough questions, challenge peoples assumptions about strategy and operations and risk losing their goodwill, i.e. he does not care about good-natured individuals but rather believes in the greater good of the company.A leader gets into trouble wh en theres dissonance between the inside and outside what today wed call a disconnect. (Mayer 2004) If a star theme runs through this issue, its the importance of keeping the two aligned. Every leader ought to want a more supple emotional intelligence, and Leading by Feel is a great place to begin (Mayer 2004).Another important tool in ensuring effective transformation is collaboration and good communication, which is essential and plays a vital role in process. All processes, practices and functionalities give more values to customer, goals and performance for achievement of goals. There should be internal solutions. Horizontal, Vertical and multi directional interaction must be carried out before change in organization.For a transformational leader, it is important to study the present culture of the organization and to know where one is. It is also necessary for a him to identify employees who want change and those who are not happy with the process of transformation. Take examp les from active model that has effectively implemented change and also communicate with them regarding their experience with transformation.The process has to be subtle and gradual, and a transformational approach would not demand immediate and complete change in the existing culture. Transformational approach to leadership also encourages one to seek advice from people about ways to implement change and methods to solve the problems while transformation. A clear vision definitely accelerates the transformation process.ReferencesCiampa, Dan (2005). Almost Ready How Leaders Move Up. Harvard Business Review.Goleman, Daniel (1998).What makes a Leader?. Harvard Business Review.Mayer, magic trick (2004). Leading by Feel. Harvard Business Review.Kotter, John P. (1995). Leading Change Why Transformation Efforts Fail. Harvard Business ReviewLeadership As A node In The Workplace. Retrieved July 29, 2008, from Manager Newz Web site http//www.managernewz.com/managernewz-21-20070125Leadershi pasaBossintheWorkplace.htmlRoberto, Michael and Garvin, David (2005). Change through Persuasion. Harvard Business Review.Robbins, Stephen P. and Judge, Timothy A. (2005). Organizational Behavior, twelfth part edition Pearsons PublishersSatterlee, Anita (2007). Essential of Management Core principles, concepts, and strategies. Synergistics Inc.