Transformational Leadership Theory
The success of any organization depends on its leadership; a crucial element of the decision-making function of the organization. For most organizations, managers act as the organizational leaders and lead smaller groups in departments to attain departmental goals, all which lead to the attainment of the organization’s main objective of increasing shareholder’s wealth. It is hence important that organizations have leaders who are visionary, focused and are able to inspire the rest of the team. (Bass, 2006) stipulates that different leadership styles yield different results hence impacting an organization differently.
Transformational leadership is one such type of leadership that is effective in allowing organizations to achieve their goals. Under transformational leadership, a leader uses his or her powers to manage teams through techniques such as incorporating them in different management activities such as making decision. The method ensures that all employees understand the vision of the leader and the approach he or she intends to use to achieve the stated vision. Transformational leadership hence entails the implementation of new ideas and innovation through adoption of a more flexible and universal method that allows a leader to influence but also give others a chance. The method is a motivational tool in management that gives employees a sense of belonging ensuring that they are heard and allowed to participate in the organization’s activities.
Leaders under transformational leadership model must be focused and able to influence a team. These two strengths allow such leaders to make progress with their teams at different levels. It also important that such leaders have good listening and communication skills and the open mindedness that allows others to be innovative. The transformational leadership model is crucial in leading learning and organizational change since it allows all people within the organization to participate in implementing change. When change is implemented using such an approach, employees own it, hence reducing chances of resistance. How leaders under this model behave towards the employees’ influence employee behavior and hence performance. As such, the model is most suitable for organizations that want to leadership as a motivational tool.
Another key leadership strength required by the model is the ability of a leader to understand their abilities and vision and defend the same (Chammas, 2010). When a leader has a clear vision of what they want achieved and confidence in both the idea and his abilities, they are able to motivate other employees into being better at their roles, hence leading to efficiency and in turn an achievement of set goals and objectives. Leaders under this model hence require self-determination and motivation for them to lead the organization in the desired direction. Leaders must also be able to deal with different people in different but suitable ways since this type of leadership gives a certain level of freedom to employees; often leading to conflicts. It is important that all members of the team understand the main goal, know their roles and responsibilities in achieving the same, understand their scope and be motivated to carry out their roles.
Transformational leaders must have the ability to understand the people around and below them, both through communication and observation. The ability to understand people increases efficiency in that it allows a leader know an employee’s weaknesses and strengths and hence make a decision on the best approach to work with such an employee while motivating them and helping them improve on their strengths and work on their weaknesses. Transformational leadership advocates for direct interaction between an employee and a leader hence allowing them to have a working relationship that not only benefits them at an individual level but also improves efficiency in the organization.
The transformational leadership model emphasizes communication in an organization, both upwards and downwards. As such, leaders under this model ought to have good communication skills, and be able to diagnose any behavioral change in employees. At the same time, the model allows for negotiation between leaders and employee. Such a not so tight model of leadership hence requires leaders to be confident in their vision, abilities and be able to maintain a mutual working fellow leader relationship (Xenitelis, 2010). Leaders without these characters and abilities may end up swayed by the group’s agendas and lose focus on their vision. This leadership style is hence not suitable for all leaders and may not be applicable in all organizations.
Transformational leaders in an organization are tasked with the role of bringing in positive change in the operations of the organization. This style of leadership plays a major role in the smooth transitioning of an organization into new changes (Stewart, 2006). It allows employees and leaders alike an opportunity to be creative and innovative hence improving on efficiency. Transformational organizational leaders motivate employees to be better and allow them to use innovative approaches they find most suitable to complete assigned tasks. This leads to positive personal growth among employees at different levels.
The transformational leadership theory emphasizes on inclusive leadership and creation of a fellow-leader relationship for the benefits of an organization. The model allows leaders to include employees in leadership roles such as communication, innovation, change and advancement of the organization. The theory explains that the success of an organization is dependent on both leaders and other employees and hence the need to create a sustainable working relationship between employees and leaders. Leaders utilizing the transformational leadership model have to constantly evaluate their skills and abilities as well as their vision. The model is people intensive implying that a weak leader is likely to lose focus on the main objective hence the need for constant evaluation.
References
Bass, M. and Riggio, E. (2006) Transformational Leadership. New York, Routledge.
Chammas, A. (2010) Leadership Characteristics for Organizational Transformation
Success, Transformational Leadership, vol. 12, no. 6, pp. 16-27.
Stewart, J. (2006) Transformational Leadership: An Evolving Concept Examined through the
Works of Burns, Bass, Avolio, and Leithwood, Canadian Journal of Educational Administration and Policy. vol. 27, no. 56, pp. 1-19.
Xenitelis, M. (2010). Transformational Leadership, Management. vol. 43, no. 12, pp. 11 17.