...Martin Luther King, leadership, transformation, change. The research finds that Dr. King personified the four characteristics of transformational leadership. It also illustrates King’s leadership legacy through modern works on leadership. Few individuals have made such a significant contribution to the advancement of modern society as Dr. Martin Luther King Jr. Born into a family of Baptist ministers in Atlanta, Georgia, in 1929, Martin Luther King also became a Baptist minister and rose to national prominence through the organization of the Southern Christian Leadership Conference and as leader of the Civil Rights Movement in the United States from the mid- 1950s until his death by assassination in 1968. Awarded the Nobel Prize for Peace in 1964, his leadership was fundamental to that movement's success in ending the legal segregation of African Americans in the southern states, and other parts, of the United States. Inspired by Gandhi's philosophy of non-violence, King promoted non-violent tactics for social change such as the massive March on Washington (1963), although he never witnessed his dream of a United States in which all Americans would have racial and economic justice. King’s vision of racial justice and love, provided hope and opportunity to African Americans beset by daily hardship and injustice and the impetus to initiate far-reaching social and political change. His ability to transform the struggle for racial equality into a vision with understandable, concrete...
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...NAME: Amira Mustapha Yabo COURSE: MGT200 TOPIC: Transformational Leadership Transformational Leadership * Introduction Transformational leadership as stated by Wikipedia, defines Transformational leadership as “leadership which enhances the motivations, morals, and also performance of followers through a variety of mechanism”. In other words, transformational leadership could be termed as a type of leadership that could inspire change positively to everyone who follows. A transformational leader is one who possesses the skill set to motivate and inspire people who follow his/her footsteps. Transformational leaders are usually full of energy, ideas and are very passionate. (Wikipedia) The entire concept of transformational leadership was introduced by presidential biographer James MacGregor Burns. He related his theory to that of the difficulty in differentiation between management and leadership then said the only difference were in behavior and characteristics. Burns developed two different theories – Transformational leadership and Transactional leadership. It said that transformational approach made way for change in the organization and life of the employees. He believed that leaders and followers could help each other advance to higher levels if the work together. Unlike the transactional approach where only the leader benefits. Burns also believed that because of the vision and personality that leaders have, they can easily change the expectations and perceptions...
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...my preferred conflict-handling style,” “What’s my leadership style,” “What’s my preferred type of power,” and “How good am I at building a team,” I determined my leadership style strongly correlates with the transformational leadership model. According to Yukl (2006) a transformational leader inspires the followers to reach shared goals, the inspiration of the increases social identification and develops the skills of the followers to create a collective efficacy. The four assessments indicated the importance of relationships within my leadership style; however, collaborating and compromising were two areas of high scores in the “What’s my preferred conflict-handling style” that indicated the importance of relationships. Collaboration and compromising are positive components of a relationship. In transformational leadership the leader encourages the followers to develop creative solutions to solve problems (Navahandi, 2006). Elements of compromising and collaboration play keys roles in assisting the leader to engage as a mediator among the followers should problems arise. Transformational leaders build a bond with each individual follower, but treat followers fair and equitable (Navahandi, 2006), which creates a favorable environment for the leader to mediate problems between followers. “What’s my preferred type of power” assessment indicated a charismatic style of leadership as well as a transactional model of leadership. Within the scoring, my coercive score computed...
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...of many in the workforce. Moreover, this occurred just at the moment when corporations were demanding ever-greater performance and commitment from employees. Valencia, Spain (More) For companies, the challenge became a question of how to orchestrate transformational change while simultaneously building employee morale and commitment, a seemingly contradictory endeavour. In the view of Conger, these events had a direct impact on the study of leadership. It turned attention to the senior leaders in the belief that they possessed the power and resources to effectively implement significant organisational change. In the late 1970’s an approach to studies of leadership emerged which engaged a number of researchers in the USA and expanded to investigate the extent to which a new theory of leadership behaviour, based first on studies of politicians, could be applied internationally, was more valid in circumstances of crisis, applied to people at different levels and was true for both public and private organisations. Transformational Leadership Theory emerged from considerations by James McGregor Burns [3] of the histories of various political leaders. Burns identified two types of leadership style, transformational and transactional...
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...TRANSFORMATIONAL LEADERSHIP - THE KEY TO SUCCESSFUL MANAGEMENT OF TRANSFORMATIONAL ORGANIZATIONAL CHANGES UDC 65.012.3 Ivana Simić Faculty of Economics, University of Niš, Trg VJ 11, 18000 Niš, Yugoslavia Abstract. Transformational leadership represents the essential quality for successful management of transformational organizational changes. It is about the quality that, in fact, so-called transactional management has missed to bring to an end of the transformational cycles with efficiency. In that sense, the success in realizing transformational organizational changes means that the key people in an organization (managers) develop sets of appropriate skills and attributes that are characteristic to so-called transformational leaders. 1. INTRODUCTION When the organizations adjusted themselves to environmental changes by incremental, evolutionary changes, so-called transactional management was in favor of managing those changes. The conditions of modern organizations functioning require undertaking some radical, transformational changes. Management of such changes requires some new management qualities. One of these qualities is transformational leadership. This article points out the appearance of the transformational leadership concept, its nature and essential qualities (skills and attributes) these phenomenon consists of. 2. TRANSFORMATIONAL LEADERSHIP CONCEPT As an idea, transformational leadership was first mentioned in 1973, in the sociological...
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...Leadership and Nurse Productivity Leadership and Nurse Productivity This paper will review an article by Elizabeth Curtis and Rhona O’Connell in Nurse Management-UK. “Essential leadership skills for motivating and developing staff” reviews the importance of leadership skill and empowering staff (Curtis & O'Connell, 2011). This article discusses the effect manager has on the staff they supervise, and how a negative attitude can produce negative results; whereby a positive and supportive environment can produce staff Nursing Leadership and Developing Staff Productivity. In the article, Curtis and O’Connell discuss the difference between transactional and transformational leadership. Transactional leadership is based on working on an agreed level of performance for a reward. Managers only intervene when something goes wrong. It is a reactionary type of managing. Transformational leadership, on the other hand, is supportive of the employee. Transformational leadership results in higher employee performance, positive relationships and greater employee satisfaction. When employees have job satisfaction is leads to increased productivity and retention. Data Analysis In reviewing and analyzing this article, the transformational leader has four main elements. These elements are charismatic leadership, inspirational motivation, intellectual stimulation and individual consideration (Curtis & O'Connell, 2011). This leadership style is important in...
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...Leadership Analysis Project: What Leaders Do? Jaeeun Yoo Northeastern University October 5, 2014 Author Note This paper was prepared for Develop Leadership Capability, LDR6100 70050, taught by Dr Goode. Summary Well-known for his ability of reconstructing failing companies, Carlos Ghosn is a great leader in modern business. He restored the Nissan motor group from the brink of bankruptcy, achieving record profits in two years. He is the best model for transformation leadership, which could be a spotlight in our society today. Transformational leadership gives more attention to the charismatic and effective elements, concerned with emotions, values, ethics, standards, and long-term goals (Northouse, 2013, p. 185). As many industries are becoming extremely competitive, the importance of effectively motivating subordinates is being emphasized. In addition, Ghosn’s transformational leadership demonstrates how leaders diagnose the cause of the problem and manage crisis. He is a successful businessman and a competent leader. A whole series of events brought him fame as a leader and demonstrate ideal leader’s roles in highly competitive society. When he joined Michelin tire in France, he was only 25 years old. He experienced life as a staff and manager in a factory in his first business career. Throughout the period of being a factory manager, he learned the importance of ‘Field based management’ and ‘fulfillment’...
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...PMC3413924 The relationship between managers' leadership styles and emergency medical technicians' job satisfaction Azimeh Ghorbanian,1 Mohammadkarim Bahadori,2* and Mostafa Nejati3 1. School of Management and Medical Information Sciences, Shiraz University of Medical Sciences, Shiraz, Iran 2. Health Management Research Centre, Baqiyatallah University of Medical Sciences, Tehran, Iran 3. School of Management, Universiti Sains Malaysia (USM), Malaysia Corresponding Author: Mohammadkarim Bahadori Health Management Research Centre, Baqiyatallah University of medical Sciences Tehran Iran Email: moc.liamg@htlaehirodahab Author information ► Copyright and License information ► Copyright © Australasian Medical Journal This article has been cited by other articles in PMC. Go to: ------------------------------------------------- Abstract Background/Aims Leadership plays a crucial role in many professions, especially in challenging positions such as emergency medical service jobs. The purpose of this study was to explore the relationship between managers' leadership styles and emergency medical technicians' job satisfaction. Method This is a descriptive and cross-sectional study that was carried out in 2010. The research population included 21 managers and 87 emergency medical technicians working in 23 stations in Isfahan city, Iran. The main tools used for data accumulation were the Multiple Leadership Questionnaire for evaluating leadership styles and the Job Descriptive Index for...
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...The Impact of Transformational Leadership Roberta Pennie Brown Mackie College Monica Sanders-Durham Applied Leadership BUS3382 Abstract Evidence suggests transformational leadership works by giving incentives and building confidence in partners at work, not because it is a substitute of worth but because they love what they do. Transactional leadership solves challenges by fitting experiences to a known patterns, using reprimands as motivators. Transactional leaders do not execute change. However, transformational leaders welcome change with open arms. Leaders are expected to use leadership as a process of ensuring the long-term goals of an organization, especially in a competitive environment. Therefore, this paper points out the impact of leadership competencies through transformational and transactional leadership and how it affects an organization professionally and personally. The Impact of Transformational Leadership Life is a tour of experimental training. Living is a process of developing through the continuance of learning through self evaluations. Trial and error of improving ones’ actions in this life is a daily course of action. Character is the one thing that is a positive attribute which distinguishes an individual as a competent leader. Through blending outward actions with inner values, one will have a self-sacrificing capacity and foresight to lead by example. Refining these characteristics is a perpetual goal. I would like to...
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...Contents Acknowledgment 2 Abstract 3 Scope and Purpose 4 Leadership in Organizations 5 Transformational Leadership 6 Servant Leadership 9 Organizational Learning 10 Organizational Performance 13 Analysis 14 Theoretical Framework 16 Hypothesis 16 Methodology 17 Data Analysis and research findings 19 Conclusion and Discussion 28 Bibliography 29 Bibliography 29 Acknowledgment The process of research is a complex one and requires immense guidance at all stages. We are thankful to our respected advisor Mr. Muhammad Ali who guided us on every stage despite our shortcomings. We are also thankful to our respected advisory committee for their valuable feedback and suggestions. We would be thankful for further feedback from our Evaluation Committee. Abstract The purpose of this study is to examine the impact of two comparative leadership styles on organizational learning and performance of non-profit organizations. The leadership style undertaken is transformational leadership and servant leadership. A sample of 100 participants is taken from non-profit organizations based in Pakistan. Data was gathered through quantitative surveys on a five point likert scale. SPSS was used for analysis purpose. The results showed that the level of organization learning doesn’t affect organization performance. These results mean that organizations should focus on other factors rather than the type of leadership they are following if they want to improve their learning or performance ...
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...the years, the leadership has been widely studied in the different background and theoretical basis. In some cases, the leadership has been described as a process, but most of the research of theory and leadership to see a person for understanding (Bernard, 1926, Blake, shepard and mouton rothschild, 1964; Drath and Mr Lu, in 1994, federer, 1967; and the house of representatives and Mitchell, 1974). While admitting that the importance of leadership, however, there is still a certain mystique, in what leadership is or how to define it. As a leader (Gary Yukl, 2006). "influence people to understand and agree with what you need to do, how to do, and the promotion of individual and collective efforts to achieve the common goal of the process". Peter Northouse (2010), leadership is defined as "a process, one of them affect a group of people, in order to achieve a common goal". These definitions suggest that a few parts of the phenomenon. The purpose of this article is to find out the difference between traditional and contemporary leadership. In addition, it contains two kinds of style analysis. The last part of the key may be according to their own experience to judge what kind of leadership is effective. 2.0 Contemporary Leadership Theories Understand the importance of model and the leadership of the technology continues to increase, due to the complexity, diversity and increase of rapid change, today's organizations. Traditional pattern and modern leadership models all leadership...
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...and the career plan (refer the Appendix 2), there are two leadership theories will be identified, situational leadership and transformational leadership; which can help Jiamin improve the lack skills of working as a employee and to obtain the personal and career goals. In 1969, Paul Hersey and Kenneth Blanchard published the first edition situational leadership, named “life Cycle Theory of Leadership; and during the mid-1970s, it was renamed “situational leadership theory” (Graeff 1997). According to the task behavior and the relationship behavior that between leaders and followers, Hersey and Blanchard defined four styles in the situational leadership theory (Hersey & Blanchard, 1977). The first one is Telling; means the leaders has a high directive to underling, but offer a low support. The second one is Selling, which instead of the leader is high directive and high supportive. If leaders are low directive and high supportive, it is named “Participating”. “Delegating” means leaders are low directive and low supportive, thus employees can use their inventive powers. Meanwhile, in term of the ability and willing of employees, they also put forward the corresponding Maturity levels include four stages to the four leadership styles (Avery & Ryan, 2002). For instance, if employee who belong “able to do, and willing to do the task”, it will refer the “Delegating” leadership style. Applying the situational leadership to the facts, this theory will help Jiamin to fix the weakness...
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...commonalities, and distinguish the differences. Synthesis requires one to combine two or more separate entities in order to form one. The journal articles had more in common than I thought at first glance. The first article was about fearless dominance. I didn’t have a lot of experience and/or knowledge about this topic, but after reading I was surprised at how interesting and powerful it was. The second article was about transactional and transformational leadership. These forms of leadership are opposite types of leadership that collective make up an amazing leader. The final article is about leadership identity and the importance of self-awareness in leadership. In my paper, I will give a brief overview of the three articles and discuss the similarities. Fearless dominance and the U.S. presidency: Implications of psychopathic personality traits for successful and unsuccessful political leadership. It has been said that fearless dominance has an association with strong rated presidential performance, leadership, persuasiveness, crisis management, congressional relations and allied variables. Fearless dominance appears as a characteristic frequently among presidents and has a correlation to job performance ratings. Also, psychopathic characteristics other than fearless dominance were common among the officials with poorer performance. Therefore, the boldness associated with fearless dominance is necessary for a successful presidency. Although...
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...CONTRAST OF TRAIT-BASED, SITUATIONAL, AND TRANSFORMATIONAL LEADERSHIP THEORIES 1 Comparison and Contrast of Trait-Based, Situational, and Transformational Leadership Theories Ciprian Patrulescu Electronic copy available at: http://ssrn.com/abstract=2132126 COMPARISON AND CONTRAST OF TRAIT-BASED, SITUATIONAL, AND TRANSFORMATIONAL LEADERSHIP THEORIES 2 Abstract This research paper compares and contrasts several leadership theories, the evolution of the theories, and future research implications. The leadership theories discussed in the paper include the trait-based, situational, and transformational leadership theories. Trait-based theories represented the earliest attempts to quantitatively study leaders and leadership effectiveness by focusing on the innate skills and traits of the person. Situational theories expanded to explore the influence of different situations on leadership. Lastly, transformational leadership theories further expanded on the role of the leader in motivating followers through inspiration. Electronic copy available at: http://ssrn.com/abstract=2132126 COMPARISON AND CONTRAST OF TRAIT-BASED, SITUATIONAL, AND TRANSFORMATIONAL LEADERSHIP THEORIES 3 Comparison and Contrast of Trait-based, Situational, and Transformational Leadership Theories There are almost as many definitions of leadership as there are persons who have tried to define leadership (Stogdill, 1974). The definition of leadership by Weathersby (1999, p.5) captures the...
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...Charismatic & Transformational Leadership Chapter 9 Charismatic and Transformational leadership (TL for short) originated in an interest in learning more about how leaders get followers to make self-sacrifices and put the needs of their organization above their own material self-interests. This chapter describes the major theories of charismatic and TL, provides an evaluation of these theories, and then offers guidelines for TL. TWO EARLY THEORIES Charisma. Charisma is a Greek word that means ""divinely inspired gift". A sociologist, Max Weber, used the term to describe a form of influence based not on tradition or formal authority, but rather on follower perceptions that the leader has exceptional qualities. According to Weber, perceptions of a leader as charismatic usually occur when there is a social crisis. A leader who is seen during such a crisis as providing a "radical" vision, with a convincing and achievable solution to the crisis, is seen as charismatic. A key aspect of this leadership influence is getting followers to believe in, and passionately embrace, the vision. Newer versions of this theory have developed. They are called "neocharismatic" theories. Transforming Leadership. This theory originated from a political scientist, James McGregor Burns. As originally conceived, TL engages the moral values of followers, raises their consciousness about ethical issues, and mobilizes their energy and resources to change institutions. Burns contrasted this TL...
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