...I consider Intellectual Stimulation from the Transformational Leadership behavior model to be the most important for me as a Non-Commissioned Officer (NCO) in today’s Air Force. It is imperative for a leader to know his people and moreover have a good understanding of their personalities, views, and beliefs. To value Airmen’s rationality and intellect requires that I take the necessary time to know them, to explore who they are and how they operate in a variety of situations. Applying this concept encourages Airmen to expose their views and, in turn, allows me to see the world through their eyes. Transformational leaders who can efficiently stimulate subordinates’ intellect promotes rational thinking and creativity which can generate innovative ideas and new ways to solve...
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...Transformational Leadership Models: Level 5 Leadership Abstract Level 5 leadership is one of several models of the transformational leadership theory developed by Burns and Bass among others during the later part of the last century. Level 5 leadership originated as a result of the research done by Jim Collins (2001) about how some companies transformed from good to great. It was found that the chief factor provoking such transformation was the presence of a leader mixing great humility and extreme resolve, which became to be the definition of a Level 5 leader. Level 5 leadership works best when combined with other elements also identified by Collins (2001). Some people are born with the “Level 5 seed” and some others don’t, but it will be the environment that at the end will determine if the characteristic of a Level 5 leader will flourish within an individual. Transformational Leadership Models: Level 5 Leadership Given that Level 5 leadership is a transformational leadership model, before going into details about it, and so as to establish some background, the next paragraphs will briefly touch upon the fundamentals of the transformational leadership theory. Transformational Leadership Transformational, sometimes also referred as transforming (especially in older texts and documents), leadership was originally mentioned by James V. Downton in his 1973 book Rebel Leadership: Commitment and Charisma in the Revolutionary Process. Following further development, in 1978...
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...Compare and Contrast Four Leadership Models Angela Nelson-Barnes University of Phoenix Compare and Contrast Four Leadership Models The four leadership models in this essay are transformational, transactional, servant, and charismatic. Each of the four models discusses leadership however; each model very based on ideas and visions. The four models are important because each holds information based on leaders styles and goals a leader may have based on workplace ethics. Focusing on a contemporary leadership is a challenge when using the models for discussing an issue needing to be addressed as a leader. Servant leadership is servant and leader. Wren states “the great leader is seen as servant first” (Wren, 1995, p. 19). The servant model focuses mostly on determining a skillset a follower has and how to accomplish goals for an organization. Servant leaders show a great deal of self-confidence and anticipation aspiration and are goal-oriented. Communication along with listing skills are another ability a servant leader uses and can be found in the model. Giving credit to others who has earned it is another predetermined ability as a servant leader. An example of how servant leadership and the style of servant leadership; Starbucks and how Howard Behar the organizations president believed that providing a service and expensive coffee is worth the challenges and loss at the time. The organization was serving coffee that was too expensive for the public however; Behar was...
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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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...Comparing and Contrasting Leadership Models Rebecca Boning University of Phoenix Comparing and Contrasting Leadership Models The phenomenon of leadership has been studied extensively over many years by a diverse group of researcher for the purpose of understanding how and why some people have power and influence over others and how this impacts society and history. Additionally, understanding how leaders impact organizational success, follower success, and even their own success has been a much sought after and controversial concept. While there are varying leadership models and theories, four leadership models include: transformational leadership model, transactional leadership model, charismatic leadership model, and situational theory of leadership. Four Leadership Models Transformational Leadership According to Avolio and Yammarino (2002), leader-follower interaction can be based on either transactional or transforming. Transactional leader-follower relationship is contingent upon the “exchange of valued items, whether political, economic, or emotional” (Avolio & Yammarino, 2002, p. 7). By contrast, transformational leader-follower relationship is “where the motivation, morality, and ethical aspirations of the leader and followers are raised” (Avolio & Yammarino, 202, p. 7). Transformational leaders, according to Avolio and Yammarino (2002), “act as agents of change by transforming followers’ attitudes, beliefs, and motives from a lower to a higher...
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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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...COMPARE AND CONTRAST FOUR LEADERSHIP MODELS UNIVERISTY OF PHOENIX There are four leadership models that I will talk about. These leadership models are Charismatic, Transformational, Servant, and Transactional. These styles of leadership hold significant differences. However, The Charismatic Leadership style refers to a special quality that enables the leader to mobilize and sustain activity within an organization through specific personal actions combined with perceived personal characteristics (Wren, 1995, p. 108). The charismatic leader has three components which include envisioning, energizing, and enabling. Charismatic leaders display behaviors that will inspire others. And their ethical values are very high. It seems likely that under normal ethical charismatic circumstances, a leader’s mirror-needs play a central role in his or her desire to become the focus of social attention (Avolio & Yammarino, 2002, p. 248). The Transformational Leadership style is quite rewarding. The transforming leader shapes, alters, and elevates the motives and values and goals of followers (Wren, 1995, p. 103). Transformational leadership focuses on culture and learning experiences in the workplace. Although not the most agreeable man in history, Adolf Hitler has inherently follows the charismatic leadership model. He had many followers that followed his leadership as a dictator, and he took advantage of his “followers independent of their inherent intentions, thereby opening the door...
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...The Impact of leadership Styles on Quality Management in Health care Effective and strong leadership is one of, if not the most important and critical component for any organization’s success, particularly in health care facilities. Leadership also plays a major role in enhancing an organization’s competitiveness as confirmed by various academics (Rowe, 2001; Riaz & Haider, 2010). Many argue and suggest that there is a connection between an organization’s leadership style and its ability to implement and manage quality initiatives. That being said, researchers still encounter difficulties when assessing the effect of leadership styles on healthcare quality management, as most of the available theories were developed outside of healthcare setting. This paper aims to present an evaluation and a review of published scholarly articles discussing three styles of leadership and their association with quality management initiatives. The three leadership styles chosen for this evaluation are: Transformational leadership, servant leadership, and situational leadership. The paper will also describe my current leadership style, then compare it to the transformational model, and finally outline the changes I need to implement in order to incorporate its key characteristics into my own style. Research Summaries In the first article titled “Knowledge Management as a Mediator for the Efficacy of Transformational Leadership and Quality Management Initiatives in U.S. Health Care”...
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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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...TRANSFORMATIONAL LEADERSHIP MODEL: INSPIRER Transformational Leadership Model: Inspirer December 11, 2011 Transformational leadership style is a leadership style that leads to positive changes in those that follow him or her. This style of leadership helps each member of a group or organization succeed. In 1978 James MacGregor Burns introduced the concept of the transformational leadership. According to Burns this concept is visible when leaders and followers advance to a higher level morally and through motivation. Burns introduced a concept that was further researched by Bernard M. Bass. Bass developed the Bass Transformational Leadership Theory. Bass, transformational leadership is defined based on the impact it has on followers. Transformational leaders possess certain characteristics charisma, inspirer, and intellectual stimulation, and individual consideration, high ethical and moral standards. They are role models, visionaries and most of all empowering. The transformational leaders desire to make things happen and to change the way things are. Transformational Leaders inspire a shared vision. Transformational Leadership Model: Inspirer Transformational leadership theory is about leadership that promotes positive changes. Followers take care of each other’s interest and that of the group. The leader enhances motivation, morale and performance of his followers. The original theory evolved from preceding leadership types, such as trait and behavioral theories...
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...Leadership Models Leadership is the use of non-coercive influence to direct and coordinate the activities of a group toward accomplishing a goal. This is done through direction, encouragement, sensitivity, consideration, and support. Leadership styles will vary from individual to individual. They may also vary throughout the course of one’s career/life. There has been much debate about leadership and the definition of many leadership theories. Early theories of leadership focused on behaviors and qualities of successful leaders. Leaders must take into account the type of employees they are working with and use this to successfully engage the employees. No single motivator applies to all employees. People are complex and attempts that are made to explain their behavior is also complex. There are many approaches to develop theories of employees’ motivation. One of the first approaches to explain motivation was developed by Abraham Maslow and his hierarchy- of-needs. According to Maslow’s theory within every human being exists a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization. Times have changed and so has the research that originally supported this belief. Researchers have now found that Maslow’s hierarchy of needs is not the way to motivate employees (Robbins & Decenzo, 2004). Employee that are actively engaged by their leader, are willing to go that extra step to get the job done. Various leaders are successful at leading...
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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,...
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...Leadership emerges every level of organisations, from animal social behaviors to multi-international organisations. But no single universally accepted definition could be drew with all the scholars agree. There are 211 different definitions of about leadership (Rost 1993). Claimed by one of the researchers on transformational leadership, Bernard M. Bass (2008), there is no urge to unify the definitions of leadership. The appropriate definition of leadership depends on the specific dimension of leadership of interest to the individual. In this essay, the definition from Peter Northhouse (2001) will be adopted, “leadership is a process whereby one individual influences a group of individuals to achieve a common goal”. This essay will discuss two leadership models; transformational and transactional leadership, followed by the illustration of the features by 2 known leaders of different leadership models. The corresponding evaluation of the models will also be examined. Transformational leadership, the most studied idea with the field of leadership (Diaz-Saenz, 2011, p. 299), is the process of transforming the attitudes of the followers to achieve extraordinary outcomes in organisation’s objectives (Yukl &Fleet, 1992, 174), consisting of four features. Barack Obama is one of the great leaders who possesses certain features of transformational leadership. Idealised influence: By overcoming his rigorous childhood brought by the multiracial heritage (Obama, 2008) and having a rare...
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...Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale and performance of followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance.... Background James MacGregor Burns (1978)[1] first introduced the concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well. According to Burns, transforming leadership is a process in which "leaders and followers help each other to advance to a higher level of morale and motivation". Burns related to the difficulty in differentiation between management and leadership and claimed that the differences are in characteristics and behaviors. He established two concepts: "transforming leadership" and "transactional leadership". According to Burns, the transforming approach creates significant change in...
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...Compare and Contrast of Select Leadership Models Leadership comes in different forms and in different aspects of life from private business to government entities (Wren, 1995, p. 5). The models of leadership used are dependent upon the individual attributes of the leaders, for example traits, values, self-identity, skills, and competencies (Yukl, 2013, p. 136). A close look at select leadership models and how they compare and contrast with each other provides insight into the types of leadership that might be employed within organizations as they face various leadership issues and challenges. In this paper, we will review four leadership models: charismatic, servant, situational, and transformational. A separate discussion describing similarities and differences between the models as they apply. As similarities and differences are identified, we will discuss how contemporary leadership issues and challenges are addressed within the scope of each leadership model. Leadership Models Charismatic Leadership A charismatic leader has three key dimensions that Weber (1968) identified as concepts of charisma that include vision or mission, extraordinary or exceptional qualities, and recognition (as cited in Avolio and Yammarino, 2013, p. 167). Transformational leadership closely resembles charismatic leadership as both are vision related and empowering; however the main difference deals with the expectations set by the leader. Charismatic leaders typically set unrealistic expectations...
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