...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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...Transformational leadership is a form of leadership that occurs when leaders “broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and the mission of the group and when they stir their employees to look beyond their own self-interest for the good of the group” (Bernard Bass, 1990). James MacGregor Burns, a respected scholar and authority on leadership, used it in 1978 to describe leaders who “engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.” Together they shape a common purpose and use their respective power to achieve it. As they work towards this shared vision those involved discover and employ a more highly developed self. Transformational leaders apprehend the future, see and articulate a compelling vision for what is possible, and ignite in others the enthusiasm and energy to make that vision a reality. Transformational leaders achieve the vision by employing a specific set of capabilities and attributes that call forward the best in others. Transformational leadership theory is all about leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole. At times of organizational change, and big step change, people do feel insecure, anxious and low in energy - so in these situations and especially in these difficult times, enthusiasm and energy are...
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...I would like to give an example of the person for whom I have a great respect in my heart. He was very swayed by the issue of female feticide in the country. This issue emerged due to the poor standards of health care in India. Female feticide is the “the selective abortion of female fetuses” (Ahmad, 2010, p. 13). Though, in-human activities are taking all over the world, but it is the cruelest kind of human activity seen over the globe. Himself being a doctor, he was very discomfited by the menace of illegal abortions of the fetuses. Realizing that he alone cannot do much to eradicate this anti-social activity, he went out for the support of the common public. He explained his vision to the public and raised the attention of the public towards the issue. He made them to work like a team, he described the roles to them and the importance which it carries in accomplishing the vision. This eventually developed confidence in them and provoked the leadership ability in each of them. All of them got aligned to work for a common cause and assumed a leadership role. In short, he created a team, engraved his vision in the team members who ultimately took the responsibility to work for the common cause. LaFasto and Larson (2001) mentioned the similar kind of team leadership practice as “creating a process that is open, productive, and promotes confidence” (p. 98). Defining teams Can we call meager coordinating of activities by a group of people, a...
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...IDENTIFYING ENTREPRENEURIAL LEADERS IN TODAY’S DYNAMIC MARKETS Ayman Tarabishy, Doctoral Student, The George Washington University 2115 G St. N.W. Suite 403 Washington DC 20052 USA Tel: +1 (202)-468-3133 Fax: +1 202 994-4930 E-mail: Ayman@gwu.edu Lloyd Fernald, University of Central Florida Abstract Organizations regardless of size and industry now exist in 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...
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...Transformational Leadership Transformational leadership theory is a recent addition to the literature, but more research has been conducted on this theory than all the contingency theories combined. The theory distinguishes transformational and transactional leaders. Transformational leaders lead employees by aligning employee goals with the leader’s goals. Thus, employees working for transformational leaders start focusing on the company’s well-being rather than on what is best for them as individual employees. On the other hand, transactional leaders ensure that employees demonstrate the right behaviors and provide resources in exchange. [1] Transformational leaders have four tools in their possession, which they use to influence employees and create commitment to the company goals. [2] First, transformational leaders are charismatic. Charisma refers to behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader. [3] Charismatic individuals have a “magnetic” personality that is appealing to followers. Second, transformational leaders use inspirational motivation, or come up with a vision that is inspiring to others. Third is the use of intellectual stimulation, which means that they challenge organizational norms and status quo, and they encourage employees to think creatively and work harder. Finally, they use individualized consideration, which means that they show personal care and concern for the well-being of their followers. Examples...
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...Introduction A leader is a person who provides direction and inspiration towards a goal. Leadership theory is critical for our understanding of the role individuals can play in shaping an organization. (Clegg et al, 2008) Leadership is considered both a character trait as well as a relational concept whereby one person influences others. (Katz and Kahn, 1978) Over the years many different leadership theories have emerged with some gaining a much wider acceptance than others. Here a discussion on two well known theories is being undertaken to understand what they are and how best they describe the concept of leadership. Path Goal Theory Some contemporary theories on leadership have purported that the leadership is all about being able to adapt and show flexibility to ever changing situations and circumstances. This group believes that effective leadership does not stem from some behavioural traits only but to a large extent depends on the situation in which a potential leader might find them. This situation or context as it is called comes from the nature of work that the leader has to carry out, the internal culture and environment of an organization and the external socio economic environment that the organization finds itself in (Fiedler, 1994). Path Goal Theory of leadership belongs to this school of thought. It was first put forward by Robert House (House, 1996) and since then has become one of the most studied and researched theory on leadership. According to this...
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...The Comparison of Transformational, Servant, and Charismatic leadership by Matthew Snyder The concepts of transformational, servant and charismatic leadership all focus around their effects on those who follow them. Even though each style is different they all do contain components of the other, and they all can be very effective under the right situation and administered by the right person. At the same time each style may show similarities to one another, they are also three very different types of leadership. The first is based on transforming the followers and creating a more independent environment, the second is a lead by example style where the leader motivates the followers by being one of with the followers, and the charismatic leader focuses on inspiring the followers to be more than they are. As you read through this paper you will see how I show each style as a proven method of leading, while staying objective to show how not one is actually the "Perfect" method, because every situation requires a leader to adjust their leadership style, and what works for one person or situation necessarily won't work for another . Also, you will see that each of these methods rely on a lot of the same core values and morals within the leader themselves. Also you will be presented with thought provoking information that shows in some instances these methods are actually ineffective and could cause a situation to actually get worse, because there are certain situations...
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...Introduction Certain attributes held in navigating change can allow for a smoother transition and a better outlook for the organization. Most people do the same old thing but in superficially tweaked ways and will fall short of effective transformational learning when faced with change (Coutu, 2002). The ability to channel the skills and characteristics to ensure a well-planned and effective transition in the organization is a requirement for today’s managers and administrators. As humans, we are not perfect and therefore do not adapt to change as effectively as needed. Patience, confidence, communication, initiative, vision, planning, and stress management are a few proficiencies that are necessary if organizational change is to take place. The resolve of the individual can overcome the barriers of the organization during times of transition. Skills and Dispositions When navigating through the processes of change, a clear vision and sense of urgency are required. By communicating the vision and planning a strategy, a leader can direct others towards a common goal. If there is a clear sense of what needs to be done and how to do it then it will be easier for everyone affected by the change to accept any future implications. Learning and the change that comes with it is a complex process that is more often a source of frustration than achievement for groups and for individuals (Coutu, 2002). If the leader demonstrates patience, confidence, and initiative then others will follow...
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...Discuss the role of leaders and leadership in serving as effective change agents. Abstract Change has an important place in the study of organizational life. Whether a corporate giant or a small start-up, every organization today faces the challenge to change and adapt, either as a response to the external environment or simply a deliberate internal procedure to re-look at business operations to maintain its viability. Generally, people are usually inclined to defend the status-quo and resist change for a multitude of reasons ranging from a straightforward intellectual disagreement to deep-seated psychological factors. The degree of skepticism and resistance to change from employees make implementation difficult and their counter-productive behaviors tend to jeopardise the success of the change process and thus the intended objectives. Successfully reducing resistance and motivating employees through the transition is vital in organizational change efforts. Salient factors from literature reviews in enabling organizational change are presented and the need of leadership and role of leaders as effective change agents is discussed in this essay. Successful organisational change is about the interplay of all organizational elements such as human resources, systems and technologies. Good leaders and leadership skills have been identified as pivotal to garnering support of people in championing change initiatives that steer organisations...
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...The Iron Lady Margaret Thatcher, nicknamed the Iron Lady, was Britain’s first female Prime Minister. Mrs. Thatcher challenged the image of females everywhere, while breaking the “glass ceiling” as the leader of the Conservative Party. This incredible Prime Minister managed to prove that a woman was capable of running an entire country during such a critical time in history. Margaret successfully remained in power for eleven years, from1979 to 1990. Even before serving as the first female Prime Minister, Margaret Thatcher faced various challenges. While working as the Education Secretary, Thatcher was forced to make budget cuts, deeming herself one of the most hated politicians in Great Britain. Margaret’s political position left her feeling...
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...Chapter 9 Charismatic and Transformational Leadership Chapter 9 Learning Outcomes • • • • • • • • • • • • • Describe personal meaning and how it influences attributions of charismatic qualities. Briefly explain Max Weber’s conceptualization of charisma. Describe the behavioral qualities that differentiate charismatic from noncharismatic leaders. Explain the locus of charismatic leadership. Discuss the effects of charismatic leadership on followers. Describe the characteristics that distinguish charismatic from noncharismatic leaders. Discuss how one can acquire charismatic qualities. Explain the difference between socialized and personalized charismatic leaders. Distinguish between charismatic and transformational leadership. Explain the difference between transformational and transactional leadership. Explain the four phases of the transformation process. Explain the basis of stewardship and servant leadership. Define the key terms listed at the end of the chapter. 2 Charismatic and Transformational Leaders • Often have a more heightened sense of who they are • Seem to have a clearer picture of their personal meaning or purpose in life sooner • Seek to actualize their personal meaning through leadership 3 Personal Meaning • Is the degree to which people’s lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment • Is the “work–life balance” ...
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...homegrown products untainted by chemicals" (Gene one, 2009). Teri Robertson, Gene One's chief technology officer and research scientist is credited with the discovery in the biotech division of the company. The discovery is acknowledged for helping Gene One to develop from a $2 million dollar company to the current $400 million dollar company of today. Gene One is coming up on an opportunity for their organization with the transition to an initial public offering (IPO). A milestone for any company is the issuance of publicly traded stock. While the motivations for an initial public offering are clear-cut, the means for doing so is complex. The opportunity they have is to develop an effectively performing culture all working towards the same goal. The company is in a transition phase. I believe that Gene One needs transformational leadership to realize the vision of taking the company into the public sector. Transformational leadership requires charisma, motivation, selflessness, and intellectual stimulation. Research on charismatic and transformational leadership indicates that a clear and compelling vision is useful to guide change in an organization (Yukl, 2006). The key issue in this scenario is their organizational culture. The company consists of individuals who each have a passion in relation to working in the biotech industry. The Board of Directors for Gene One is accustomed to operating on a private level....
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...EFFECTIVE TRANSFORMATIONAL LEADERSHIP ACROSS CULTURES: THE ROLE OF CROSS-CULTURAL COMMUNICATION COMPETENCE Dr. Alexi Matveev College of Staten Island New York, NY, USA Dr. Elena Lvina Concordia University Montreal, Quebec, Canada Abstract New theoretical frameworks are needed to better understand effective transformational leadership in different cultural contexts. In this article we illustrate the relationship between transformational leadership and the cross-cultural communication competence frame. We show how national culture orientations and cross-cultural communication competence affect the full range leadership framework and transformational leadership dimensions. Attributes of effective leadership and the choice of communication strategies vary for different cultural contexts; however, the charismatic or value-based leadership dimension contributes the most to universally perceived effective leadership styles. We draw attention to the importance of transformational leadership research utilizing the cross-cultural communication competence construct. Introduction Transformational leaders rely heavily on their rhetorical skills in order to articulate a vision and create meaning for their followers. While the leader's message is important, the process by which it is communicated appears to be just as significant. The communication style is a critical distinguishing factor in whether the leader’s message will be remembered and endorsed. Flauto...
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...EFFECTIVE TRANSFORMATIONAL LEADERSHIP ACROSS CULTURES: THE ROLE OF CROSS-CULTURAL COMMUNICATION COMPETENCE Dr. Alexi Matveev College of Staten Island New York, NY, USA Dr. Elena Lvina Concordia University Montreal, Quebec, Canada Abstract New theoretical frameworks are needed to better understand effective transformational leadership in different cultural contexts. In this article we illustrate the relationship between transformational leadership and the cross-cultural communication competence frame. We show how national culture orientations and cross-cultural communication competence affect the full range leadership framework and transformational leadership dimensions. Attributes of effective leadership and the choice of communication strategies vary for different cultural contexts; however, the charismatic or value-based leadership dimension contributes the most to universally perceived effective leadership styles. We draw attention to the importance of transformational leadership research utilizing the cross-cultural communication competence construct. Introduction Transformational leaders rely heavily on their rhetorical skills in order to articulate a vision and create meaning for their followers. While the leader's message is important, the process by which it is communicated appears to be just as significant. The communication style is a critical distinguishing factor in whether the leader’s message will be remembered and endorsed. Flauto...
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...deep love for all things food and the people that choose to come into whatever Zingerman’s business that come to eat Great Food. A charismatic and articulate speaker, he is passionate about the topics that he speaks about – usually food and customer service. A firm believer of Servant Leadership, a contemporary leadership style to Transformational Leadership that is propounded by Robert Greenleaf and practiced daily by Weinzweig and the other managing partners of ZCoB. Using a Leadership Style survey from Don Clark’s Big Dog & Little Dog’s Performance Juxtaposition website, Ari Weinzweig’s leadership style has been determined as primarily participative. This survey assesses three types of leadership – Authoritarian (autocratic), Participative (democratic), and Delegative (free reign). The premise is that the highest score is indicative of the style of leadership that is normally used. A score of 40 or more is a strong indicator of the normal style. The lowest score is indicative of the style least used. The accepted view is that the best leaders operate out of the participative (or democratic) mode and use the other modes as needed. Leaders, who want their employees to grow, use the participative style of leadership. As they grow into their jobs. They are then gradually given more delegative authority over their jobs (Clark, D. 2004) Based on the scoring, Weinzweig primarily utilizes a Participative Style with a Delegative Style as a close second. Using an Authoritarian...
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