...Leadership is the procedure through which an individual, for this situation the leader, impacts a gathering of individuals towards the acknowledgement of a typical goal. With that being stated, on the off chance that I needed to pick a leadership style I most nearly would state it is transformational leadership. Transformation leadership includes having high ethics and qualities, making a dream for the future, actualizing change, motivating co-workers, being imaginative, and enabling your followers. Emotional intelligence knowledge can incredibly affect you work life and career, so it is essential to see precisely what it is and why it is so critical. Each working environment is included individual with various qualities, identities, and feelings,...
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...The army’s definition of leadership is the process of influencing people by providing purpose, direction and motivation to accomplish the mission and improve the organization. (Army Publishing Directorate, 2012) Leading is not just getting your troops from here to there; leaders must make corrections and arrive there with a better product than he left with. The old military ways are over. That one angry Sergeant yelling and making Soldiers do push-ups is no more. Yes there are some though actives required to succeed in the military but they build confident, responsible, and disciplined leaders. General of the Army Omar Bradley once remarked: “Leadership in a democratic army means firmness, not harshness; understanding, not weakness; generosity,...
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...of institutions have changed the landscape of health care in the United States and even globally. This constant reshaping of healthcare industry calls for strong and supportive leader that can adapt to the change, leadership that is grounded a strong sense of morality, that is fearless and selfless, who works for the good of the health industry, patients and those they serve (Zaccagnini & White 2014). A challenging environment like this requires a transformational leader, one who can not only transform the organization they work but those around them. This paper addresses the transformation leader who is most apt to effect change and adapt, the challenges they face and possible solutions to those challenges....
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...Unit V Article Review- Analysis of the Relationship between Cultural Intelligence and Transformational Leadership Columbia Southern University The purpose of this article was to analyze the relationship between cultural intelligence and transformational leadership. The article also evaluates how cultural intelligence, the ability to communicate with employees and comprehend their cultural intricacies are vital skills for transformational leaders.The target audience of this article were the managers and supervisors who sought to gain an understanding of the correlation between cultural intelligence and effective leadership in trade offices. This article could also be appropriate for managers and supervisors at any level in support of their professional development. The authors explain how modern organizations require more managers and supervisors with the ability to distinguish the cultural differences well and communicate appropriately with other cultures (Ismail, A., Reza, R., Mahdi, S., 2012). Transformational leadership was defined as the inspiring proves and motivating the followers in the direction of a common aim or the influencing, motivating, and stimulating others in the direction of doing extraordinary actions is in the way that leaders want (Nielsen, K., Yarker, J., Randall, R., Munir, F., 2009).According to Ismail et al (2012), “an important leadership theory in management literature is transformational leadership which has been theorized to motivate others...
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...Personality Traits (Five Factor Model-FFM) and Transformational Leadership Yunita Agustian Minjalnis (1121200127) Fatima Al-Qadhibi (1121200083) Aurora Noor Aisa (1121200128) Vasantakumaren Seri Ramalo (1111200145) Assoc. Prof. Dr. Chong Chin Wei – DBA/PhD/MPhil Malaysia 26th December 2012 MULTIMEDIA UNIVERSITY INTRODUCTION Are you born to be a leader? Are you a “natural”? Or is leadership a set of behaviors and competencies that anyone can develop, given the right experiences, circumstances, and training? Since the 1960s, researchers have examined whether there is a relationship between the basic agreed-on factors that make up personality and leadership. The Big Five personality factors are Conscientiousness, Agreeableness, Neuroticism, Openness, and Extraversion, which some researchers have labelled the CANOE personality model as an easy aid to remembering each factor (Bligh, 2009). As Tejeda (2001) asserts, “the past two decades have witnessed a great deal of scholarly attention transformational leadership behavior, which is currently the most widely accepted leadership paradigm” (as cited in Rubin, Munz, & Bommer, 2005, p.845). Transformational leadership behavior represents the most active/effective form of leadership, a form in which leaders are closely engaged with followers, motivating them to perform beyond their transactional agreements. Barling, Weber, and Kelloway (1996) demonstrated that some transformational leadership behaviors can be trained. Thus, an understanding...
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...discuss and critically evaluate the prevalence and the degree of the relationship between transformational leadership and its effect on the employee’s positive self-esteem and organisational commitment. The presentation of the most important observations and insights in this report are based on the information gathered from a questionnaire. The questionnaire was administered and completed by the chosen work group of employees constituting a sample of ninety three individuals. As prior research and analysis in this field was limited to a generic employee group it was decided to further contribute to this field by investigating the differences in responses between male and female respondents. A literature review was conducted to assess and present the relationship between transformational leadership and the effect on employee’s self-esteem and organisational commitment. The impact of transformational leadership on the sample group has been assessed through statistical analyses of the extracted data (from the survey). The interaction between the following constructs were investigated: * Transformational leadership on positive self-esteem Results determined a poor correlation * Transformational leadership on organisational commitment Results found a marginal impact * Positive self-esteem on organisational commitment Results found a medium correlation * Transformational leadership on organisational commitment, with the mediating effect of positive self-esteem Results...
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...| | | Direct and indirect effects of transformational leadership on innovative behavior | | | | | | Table of Contents Abstract 3 Introduction 4 Theoretical framework 8 Leadership and innovative behavior 8 Transformational leadership and innovative behavior 9 The mediating role of affective commitment between transformational leadership and innovative behavior 11 The mediating role of innovative climate between transformational leadership and innovative behavior 15 The moderating role of affective commitment between transformational leadership and employees’ innovative behavior 18 The moderating role of innovative climate between transformational leadership and employees’ innovative behavior 19 Methods 20 Participants and Procedure 20 Measures 22 Data analysis 24 Results 25 Descriptive statistics and scales 25 Correlation analysis 26 Testing hypothesis 27 Discussion 29 Limitations and recommendations 33 Directions for future research 35 Practical implications 36 References 37 Appendix 42 Tables……………………………………………………………………………………………………………………………………………42 Figures. 45 Company report 46 Abstract This study aims at investigating how transformational leaders directly and indirectly (via affective commitment to the organization, the career, the leader, and the team and innovative climate) affect employees’ innovative behavior. The hypotheses are tested by applying quantitative analyses to data collected from 39 employees of a...
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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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...What is Transformational Leadership? Is there a relationship between transformational leadership and emotional intelligence? Introduction For more than three decades, the paradigm of transformational leadership has attracted a vast amount of academic interest. A large number of empirical studies lend credibility to this interest by linking aspects of transformational leadership to a range of positive organisational and individual outcomes (Bass, 1997; Bass & Avolio, 1994; Lowe, Kroeck & Sivasubramaniam, 1996). Due to these desirable effects, a significant amount of research has also been undertaken in trying to understand factors that predict or contribute to transformational leadership behaviours. For this reason, the relationship between emotional intelligence and transformational leadership is one that has attracted much attention. The following paper examines this proposition in more detail. In order to gain a more detailed understanding of transformational leadership and its relationship with emotional intelligence, the paper first examines the two subjects as standalone concepts. In determining if and how a relationship exists, the paper subsequently brings the two constructs together so that a critical examination and analysis of the research available can be undertaken. Lastly, after examining the case for and against a relationship, a conclusion is drawn from the analysis presented. Transformational Leadership The notion of transforming leadership was first introduced...
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...The Leadership Quarterly 22 (2011) 121–131 Contents lists available at ScienceDirect The Leadership Quarterly j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / l e a q u a Do transformational leaders enhance their followers' daily work engagement? Maria Tims ⁎, Arnold B. Bakker, Despoina Xanthopoulou Erasmus University Rotterdam, Institute of Psychology, Department of Work and Organizational Psychology, Rotterdam, The Netherlands a r t i c l e i n f o Available online 2 February 2011 Keywords: Diary study Personal resources Transformational leadership Work engagement a b s t r a c t This diary study investigated whether and how supervisors' leadership style influences followers' daily work engagement. On the basis of leadership theories and the job demands–resources model, we predicted that a transformational leadership style enhances employees' work engagement through the mediation of self-efficacy and optimism, on a day-to-day basis. Fortytwo employees first filled in a general questionnaire, and then a diary survey over five consecutive workdays. The results of multilevel analyses offered partial support for our hypotheses. Daily transformational leadership related positively to employees' daily engagement, and day-levels of optimism fully mediated this relationship. However, daily self-efficacy did not act as a mediator. These findings expand theory and previous research by illuminating the role of transformational ...
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...LEADERSHIP AND CHANGE MANAGEMENT ANALYSIS OF LEADERSHIP THEORIES AND CHANGE MANAGEMENT CONCEPTS WRITTEN BY: ANKITA PATIL BATCH: BABM-1 UNIVERSAL BUSINESS SCHOOL CONTENTS Serial No. | Title | Page No. | 1 | INTRODUCTION | 3 | 2 | LEADERSHIP | 3 | 2.1 | LEADERSHIP APPROACHES | 4 | 2.1.1 | TRANSACTIONAL LEADERSHIP | 5 | 2.1.2 | TRANSFORMATIONAL LEADERSHIP | 6 | 2.2 | REALATION BETWEEN TRANFORMATIONAL AND TRANSACTIONAL LEADERSHIP | 7 | 2.3 | X AND Y THEORY | 8 | 3 | WHAT IS ORGANIZATIONAL CHANGE? | 9 | 3.1 | MODLE OF THE CHANGE PROCESS | 9 | 3.1.1 | FORCE-FIELD ANALYSIS | 9 | 3.1.2 | THE THREE STEP MODEL | 10 | 3.2 | TYPES OF PLANNED CHANGE | 11 | 3.3 | IMPACTS OF CHANGE | 12 | 4 | CONCLUSION | 12 | 5 | REFERENCES | 13 | 1. INTRODUCTION: I choose to do the live project in ‘Max Elastic Technocraft’ which is an upcoming elastic manufacturing company. The company’s manufacturing unit is based in Varap gaon, Kalyan-Murbad Road, Murbad. The company is under the SME segment and has annual turnover of Rs. 10,00,00,000. The company manufactures all kinds of elastic bands which include woven elastics, jacquard elastics, mobilon tapes, furniture elastic, shoe elastic etc. There are total 150 employees which includes 2 HR Heads, 10 managers, 20 assistant managers, 5 technical heads, 7 technicians, 10 operation managers, 3 finance officers. The rest are the workers who handle machines according to their shifts. There are 41 machines in the company. The company follows two...
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...THE RELATIONSHIP BETWEEN LEADERSHIP STYLES AND EMPLOYEES COMMITMENT IN EAST AFRICA BOTTLING S.C (COCA-COLA) A TERM PAPER: THE COURSE OF ADVANCED ORGANIZATIONAL BEHAVIOR AND DESIGN BY: SIRAK TEFERI ……….…. MKMW/601/06 SUBMITTED TO: TESFAYE SEMELA (Professor) The Relationship Between Leadership Styles and Employees Commitment Table of Contents 1. INTRODUCTION........................................................................................................................................................1 1.1. SIGNIFICANCE OF THE TERM PAPER ON THE STUDY OF ORGANIZATIONAL BEHAIVOR ...................................................................................................................................................................2 1.2. IMPLICATIONS OF THE STUDY TO MARKETING MANAGEMENT. .........................................3 1.3. ORGANIZATION OF THE TERM PAPER ................................................................................................3 2. MAIN BODY OF THE TERM PAPER .................................................................................................................4 2.1. THEORETICAL LITERATURE .....................................................................................................................4 2.1.1. The Concept of Leadership .................................................................................................................4 2.1.2. The Development of Leadership Theories ..................
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...the competitive landscape. This landscape is characterized by 1) increasing business risk, 2) decreasing ability to forecast, 3) fluid organizational and industrial boundaries, and 4) a managerial mind-set that demands unlearning many traditional management practices. Researchers and practitioners have proposed that organizations with an entrepreneurial strategic posture will be able to compete in such dynamic markets. Researchers and practitioners have also called for a new type of person to lead these organizations in the new dynamic market arena. They have coined this new person as the “entrepreneurial leader.” This paper will offer an operational definition of the term “entrepreneurial leader” based on the conceptual literature in leadership, entrepreneurship and the results of a pilot study. Executive Summary This paper attempts to explain that today’s markets can be best described as dynamic in nature. Regardless if the organization is established or a new venture they need to be able to deal with a dynamic market that is primarily revolutionary rather than evolutionary in nature. Researchers and practitioners have proposed that organizations need to have an entrepreneurial strategic posture that allows them to compete in such a dynamic market. An entrepreneurial strategic posture means that the organization needs to be innovative, risk-taking and proactive. Researchers and practitioners have also called for a new type of person to lead these organizations in the new dynamic...
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...Research Transformational leadership in the South African public service after the April 2009 national elections Authors: Manasseh M. Mokgolo1 Patricia Mokgolo2 Mike Modiba3 Affiliations: 1 Department of Human Resources Management, University of South Africa, South Africa Learning and Development Unit, Tromso Management Consultants CC, Boyne, South Africa 2 Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction. Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives. Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS). Main findings: Transformational leadership had a...
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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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