...Discuss the reasons behind the current enthusiasm for transformational leadership and comment upon the adequacy of the theory Introduction On the threshold of the 21st century, organizational strategy highlights the importance of the effective utilization of knowledge and human resources (Ying, Ken and Ting, 2012). To compete in such circumstances with the rapid diffusion of information, organizations must improve employees’ professional skills and knowledge to maintain their competitive advantage to some degree. In this case, understanding the effectiveness of leadership is crucial. The evolution of leadership theories have generally transited from a stage that focused on personal features to the next, which is more dependent on the interaction between leaders and subordinates. Recently, leadership research has accentuated the effectiveness of transactional and transformational leadership (Tyssen, Wald and Heidenreich, 2014). Compared with transactional leadership, some scholars have argued that transformational leadership could result in a higher level of work engagement in a dynamic environment (Brief and Weiss, 2002). However, although transformational leaders could bring positive affect on employers’ behavior in several aspects and could also instigate a collaborative work environment, it is possible for employers to become over-reliant on them. In addition, it is undeniable that cultural values will have a pervasive influence on different aspects of management and...
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...cannot function without leaders. Leader is the most substantial element of successful organizations. Becoming outstanding leaders, leadership skill is vital in order to drive the organizations forward. Several leadership principles are extensively used these days. Burns (1978) identified two types of leadership comprise of transactional and transformational leadership. Hence, leaders should be capable to indicate which theory should be applied in accordance with organization’s culture and objectives. This essay aims to evaluate the resemblances and the differences between transactional and transformational leadership as well as the feasibility to utilize a mixture of them by giving the definitions and examples followed by the supporting researches and studies. Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s...
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...Transactional Leadership vs. Transformational Leadership: What’s My Style? John E. Kaiser MADS 6661-82: Managing Organizational Change Fairleigh Dickinson University After researching and evaluating the differences between Transactional and Transformational Leadership styles I believe that I practice more of the Transformational style, however, there are certain situations that do necessitate the use of Transactional Leadership. As has been said time and time again by “leadership theorists”, no one style of leadership is perfect for all situations; effective leadership requires the ability to understand and practice a number of leadership styles depending on the situation. I believe that the Transformational style is more employee centered and employee enabling in that its focus is on the overall improvement and achievement of both the organization and the employee. Transformational Leadership allows for the empowerment of the employee, through his or her own focus and abilities on self improvement and growth. It allows for the employee to grow through their own motivations and desires as being a stakeholder in their own destiny within the organization. Unfortunately, the Transformational style is not for every employee, or rather, every employee may not have the self motivation for self improvement not only for themselves but also for the betterment of the organization. There are those times (employees)...
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...VERSUS TRANSACTIONAL LEADERSHIP LDR550Z-Leadership and Team Development-Fall 2011 Abstract This research paper addresses various aspects of transformational and transactional leadership styles. It mainly presents a comparative overview of these leadership styles. Further, it talks about an example of each transformational and transactional leadership in real-world. This leads to mentioning various applications that each leadership style finds in today’s business. Analysis of strengths and weaknesses or potential growth areas of both leadership styles is mentioned to help in better understanding of the subject. At last, the paper concludes with some discusses if knowing one’s leadership style and leadership style of your leader is important or not. Introduction In today’s volatile economy, the business is rapidly changing and getting more competitive with each passing day. Therefore, in order to survive in this market, the organizations need to continuously come out with innovative solutions. In these situations, transformational leaders play a vital role by encouraging creativity from their followers and maximizing their performance and productivity. On the other hand, transactional leaders are needed to maintain the stability and achieve goals on a regular basis. In order to analyze or compare these two styles of leadership, a brief introduction to both the styles is needed. Transformational Leader According to Bernard Bass, “Transformational leadership is a form...
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...Comparison of Transactional and Transformational Leadership: Case Study of the Difference between William Wong (Lukfook Jewelry) and Yu-tung Cheng (Chow Tai Fook Jewelry) Leadership Styles i TABLE OF CONTENTS 1. Introduction ............................................................................................................ 1 2. The literature review of leadership......................................................................... 2 2.1. Transactional leadership ............................................................................... 3 2.2. Transformational leadership......................................................................... 4 3. Jewelry industry in Hong Kong................................................................................ 6 4. Leaders’ background ............................................................................................... 7 4.1. Background of William Wong ....................................................................... 7 4.2. Leadership style ............................................................................................ 8 4.3. Background of Yu-tung Cheng ...................................................................... 9 4.4. Leadership style .......................................................................................... 10 5. Comparative analysis on leadership ......................................................................
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...ARCH An ARCH (autoregressive conditionally heteroscedastic) model is a model for the variance of a time series. Given the apparent lack of any structural dynamic economic theory explaining the variation in higher order moments, particularly instrumental in this development has been the autoregressive conditional heteroskedastic (ARCH) class of models introduced by Engle (1982). The ARCH model and its various extensions have proven very effective tools along these lines. In truth, by any yardstick, the literature on ARCH has expanded dramatically since the seminal paper by Engle (1982). It is hope that this overview of the extensive ARCH literature may serve as a catalyst in fostering further research in this important area. Engle, R.F. (1982) “Autoregressive Conditional Heteroskedasticity with Estimates of the Variance of U.K. Inflation”, Econometrica, 50,987-1OO8. EGARCH For comparison to the TGARCH and GJR-GARCH above models, a radically different specification is used for the FIB density data. Take the place of the Generalized Error Distribution, asymmetric normal distribution is used. The same variables which are used in other models are used for this specification too. Using the different set then the comparison would have been difficult. Turbidity, rainfall, dew point, and cloud cover are significant variables. In the model specification, the skewed normal is replaced with a normal distribution making it a fixed symmetric GARCH model. The consequence of...
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...Organizational Behavior & Leadership 317.1 Task 2 Based on the information in the text book, Organizational Behavior by Robbins & Judge, and the article, Triumph of Humility & Fierce Resolve, in the Harvard Business Review by Jim Collins, the style of leadership that is attributed to Executive A is level 5. Executive A demonstrates the specific traits of a level 5 leader such as: Being described as driven, fiercely ambitious, and entirely focused on the success of the company Shying away from personal attention or press recognition Crediting other leaders in the organization for the company’s successes Quickly accepting personal responsibility for mistakes and poor results Taking pride in mentoring and developing strong leaders within the company Taking the helm of a failing company that was losing over $2,000,000 per year and turning that company around so that it was profitable within the second quarter of tenure • The above check list is adapted from the task 1 information listed on Task Stream: (Robins, S.P. & Judge, T.A. 2007) Per the information provided, the leadership style of Leader B is transactional. The characteristics that Leader B exhibits that are consistent with a transactional leader designation are: Establishes clear goals by clarifying role and task requirements Continually guides subordinates in the direction of these goals Believes in rewarding good performance and recognizing employee accomplishments Will issue punishment...
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...initial decision must remain reasonably valid as to markets, process technology, plant location to have been the right decision originally. The twenty years it takes before, at the earliest, the individual get back with compound interest the money invested.” (Embry, 2007) . In today’s market the new meaning of entrepreneurial leadership” is one of an enterprising, transformational leader who operates in a dynamic market that offers lucrative opportunities. Identifying today’s transformational leader consist of one whom has clarity, communication, and consistency. Also one who is caring, and constantly creates opportunities, and is always self-confident! This leader has the abilities to pin point opportunities in today’s dynamic market, and takes the necessary risk to compete on a higher scale with bigger companies! This leader recognizes strengths and weaknesses of every aspect of just not his own company, but other companies as well.” ( Tarabishy, 2003). According to Money-Zine.com (2004), the transactional leadership theory developed by “Weber and Bass later became part of a three style model: transformational, transactional, and laissez faire. Bass believed each leader exhibited a style...
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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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...that for every woman represented there are nine men in leadership roles. Half of these companies have no female executive officers, more than 30% of the companies have no women in a top executive position, and 47% have no women in the boardroom. Only 13 of the 400 companies have a CEO that is female (Gunelius, 2007). A program introduced into the healthcare field address the cultural and linguistic barriers by understanding the potential costs and benefits. Their strategy to leverage leadership diversity has three steps. Step one is to respond to the shift in the consumers demographic by providing empirical evidence of the linkage between diversity and performance. The second step is diversity ensures competitiveness which links investments in diversity to financial outcomes and organizational metrics of success. The third step is to provide imperative to the business case by making organization leadership responsible for cultural competence as a performance measure (Dotson & Nuru-Jeter, 2012). In 2006, Rush University Medical Center formed a committee to review the work within the institution. Rush benefitted from the senior leaders establishing clear goals, organizing its research to develop programming for diversity that is useful, determining the best way to allocate funds, and focusing on the shortage of females and minorities in leadership roles (Clapp, 2010). References: Clapp, J. R. (2010). Diversity Leadership: The Rush University Medical Center Experience. Hospital...
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...I have known him all of my life and have admired him as long as I can remember. Stan is known as a man of great integrity and credibility. In the Leadership Challenge book1, it discusses what people look most for in a leader is someone who is honest, forward-looking, inspiring and competent. Stan has all of these qualities and characteristics which is why he is well respected among his peers, subordinates and those who know him. I feel as though Stan has both types of leadership characteristics; transitional and transformational. Stan is the type of person who helps others by creating options, opportunities, building commitment and facilitating relationships. I think that he has a charismatic way of inspiring others to achieve and succeed. He treats others with respect regardless of their position. He is very confident in his own abilities and not afraid when to let people know he does not know the answer. If he does not know the answer, he will try find it let you know about it and provide the resource for your records. This is a form of credibility and developing competence not only for himself but for others as well. As a leader, below are the areas in the leadership scorecard that I believe Stan rates: 1 Kouzes, J. & Posner, B. (2008). The leadership challenge (4th ed.). John Wiley & Sons. LEADER PROFILE Leadership Scorecard Ratings:2 5 = Outstanding 4 = Very Good 3 = Good 2 = Needs Improvement 1 = Unsatisfactory Rating 1. Model the Way (Forward-looking) 2. Inspire...
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...I used the Seven Habits Profile for my personal leadership analysis. The Seven Habits Profile helped me to identify the strengths, weaknesses, and areas for improvement of my leadership qualities. The completed Seven Habits Profile shows that I scored very well on Emotional Bank Account which is one of the foundational habits. Interestingly I got the lowest score on Life Balance which is also one of the foundational habits. I scored well on the Be Proactive, Synergize, Sharpen the Saw and Think Win-Win categories. I scored lowest on Life Balance and Put First Things First. I am a workaholic who often forgets about the importance of family time and works long hours on weekdays and holidays. This has caused a lot of issues in my personal life and infused some negativity into my career. When I analyzed my Seven Habits profile I noticed that I scored less on Put First Things First as well. From my point of view both of these are related to my style of doing work. If I prioritize the tasks and work consistently with those priorities, there should have been a remarkable positive effect on my life. Instead, I often surf the web and chitchat with my colleagues during office hours wasting valuable time and causing me to spend extra time completing the tasks. For achieving life balance, I should prioritize the tasks and manage my time efficiently. My highest scores were on being proactive and think win-win. I feel that I am in control of my life and won’t allow it to be shaped by other...
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...* Leadership practices * The leader was capable to communicate effectually and frequently he was capable to form the trust between us. So fundamentally he had the skill to inspire me as well as the others in the direction of the accomplishment of goals * Danuka remained as good leader with high energy. He ensured that the whole thing is well premeditated, organized and established. * It was further a participative leadership style. He was not only planning and delegating but he was a part of everything. He showed some delegative style leadership in hard times. He was showed up as a transactional leader when it came to transactional leadership by Encouraging and assisting others in setting goals, Planning, Organizing, and Prioritizing Work, Concentrating my time on key priorities * Learning’s on followership * Having faith in the leader is more important when carrying out a job at the mean time if the task is unclear or the result is negative the follower should feel free to directly talk to the leader. * Communication is another vital part for followers, I communicated clearly with the leader and other followers which made my implementing part easy. * More precisely I also realized “Leaders make Followers and followers make leaders” and the cause to have a worthy followership is certainty and interdependence. * Followership practices * Looking at the followership, as followers we preserved an optimistic attitude and offered our...
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...Reflective Essay One: My Leadership Manifesto What type of leader am I? I’m not a very good leader right now. I usually try to avoid the spotlight when possible. There are times when I am the lead tech on shift though. I try to lead by example. I don’t like to just sit around when there are jets to be fixed. I like to take initiative to figure out a plan for us to complete our work on time. What type of leadership style do I use? The transactional leadership style is probably the one that I use the most. I don’t like micromanaging at all though. I hate when leadership comes and checks on you every 5 minutes. Just let me get my work done without distractions. I would love to be a transformational leader but I just don’t have the dedication and work ethic to become one at this moment in my life. I just like to focus on the task at hand. I come into work and find out what needs to get done. Then I prioritize it all and get everything accomplished as efficiently and timeliness as I can. What type of NCO am I (want to be)? I want to be in expert in my AFSC and be someone my fellow airman can look up to. Someone that they can come to with any problem without fear of reprisal. I want my subordinates to follow what I say because they want to and not because they have to. I also want to be able to stick up for my fellow airman when they need it. I don’t like NCO’s that just care about their own careers and throw others under the bus. What are my strengths? It’s hard...
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...1. What communication type avoids conflict and focuses on facts and details rather than the big picture? They may be perceived by others as unemotional and nonchalant. • Argumentatives • Sympathetics • Systematics • Directs 2. A criticism of social media is that it • is only available to the media savvy. • contributes to the decline in writing and language skills. • leads to separation of the haves and have-nots. • leads to information overload 3. In Korean culture, a business deal is dependent on contractual information as well as how the parties perceive each other’s values and ethics. According to Edmund Hall, this behavior exhibits the theory of • proxemics • low-context cultures • Ethno-centricism • high-context cultures 4. Your supervisor sends you an e-mail requesting an article for the employee newsletter about company loyalty. You write the article featuring customers who are brand loyal. Later, your supervisor criticizes you for not writing about the topic that he requested. After a face-to-face meeting, you realize that he wanted you to write about employee loyalty. This is an example of what type of noise? • Unwanted • External • Semantic • Internal Want more details? Download now COM 537 Final Exam 5. The head of the holiday party committee at your office is trying to set a location for the event. The committee chairperson announces three choices for members to vote on. When Erin hears that the Boar’s Tavern is one of the choices, her...
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