Transformational leadership - Assignment Example

Transformational leadership Introduction Leadership has been around for many decades and can be traced from the native human beings. Though leadership being around for many years, not one proper definition of the term has been developed many scholars have attributed the lack of a proper definition of leadership to the constant and dynamic change. This always gives it a different look every time a review of the term is done. Leadership by its self is a complex concept with a multiple application and uses that are based on the context of the situation at hand. Various leadership theories have been developed and one of these theories is transformational or charismatic leadership. Transformational leadership can be defined as in two different contextual values; theoretical value and the application value. In the theoretical value, transformational leadership can be defined through a formal qualification and circumstances that surround the situation at hand. It his qualification there is a fanatic grounding in the subject matter in order to get an in-depth look at the potential effect and implications especial when it comes to matters of ethics and moral department. In the application model definition, the definition of the theory is done and based on the application of the leadership skill on a particular endeavor or task. Having to site the various ways that transformational leadership can be defined a basic description of it can be given as leadership with enhanced motivation and performance amongst the following of a leader that has been done through various mechanisms. The leadership involves the connection with the following, being role models, challenging the following to develop creativity and inspiring the following in order for them to share in the dream of the leader. Literature review One of the many famous scholars who has defined transformational leadership is James Macgregor Burns. He first introduced transformational leadership in one of his books leadership written in 1978 while he was carrying out a study on political leadership. Over the years this term has shifted from use in the political field to use and application in the corporate governance and institution leadership. Burns described transformational leadership as not just a set of behavior and characters but he described it as a continuous process where the leader exhibit high level of integrity morality and motivation aspects in their leadership. In his description of transformational leadership burns described that transformational leaders offer directional purpose to their subjects that not only transcend in the short term achievements by to more long-term and intrinsic need for their subject. He also added that transformational leaders tend to raise the standards trough appealing to higher level of ideas, morals, and values as compared to another form of leadership This definition by Burns was highly influenced by Maslow’s theory of needs. It is on this theory that it is noted that different human being has different ranges of need and different extents that the individual intends to fulfill them. This theory of needs also acknowledges that different individual’s at different level have different efficiency level and motivation at work. This highly affects the satisfaction of needs. Transformational leaders as per Burns fall in the higher levels of the theory of needs: self-esteem and self-actualization levels. Components of Transformational Leadership Transformational leadership has over the years evolved from components of other of preceding methods of leadership. Some of these theories include the behavior theories, charismatic theory situational theory, and transactional theory. These three theories form the four basic components of transformational leadership. The three components can be described as follows Charismatic influence This can be defined as the level or degree to which any particular leader exhibiting transformational leadership behaves or carries himself or herself in an admirable or impressing way to his or her own following in order for them to identify as their leader. The charismatic point of view of any particular leader enables them to take up stands and make the conviction that highly appeals to their following on emotional levels. This component sets for the leader to have clear-cut values and demonstrate the values in each and every action that he undertakes. This builds him as a good role model for his or her following. Charisma enables one to build genuine trust amongst their following and a solid moral and ethical base. Inspirational motivation This attribute stipulates that a transformational leader should be able to articulate a vision or inspire individuals in a particular way. This is what builds the following of the particular leader. These kinds of leaders tend to challenge their followers with their vision and ideas and in course of this, they are able to motivate them towards achieving these particular goals that they articulate. This kind of leaders bring about the optimism of the future and provide meaning in lives of their following. It is important to note that these leaders are good speakers and have excellent communication skill. This goes a long way in helping them articulate their visions and convince there following. In addition, these leaders are percussive and highly compelling to their views and thoughts. Intellectual stimulation In this case, the transformational leader is said to be a high-risk taker he tends to venture into unthreaded grounds. He also challenges idea to during out any assumption that is present in the idea. These kinds of leaders also usually embark on the quest to find out the ideas and feel that their followers have. These kind leaders tend to invoke creativity and innovation amongst their followers. The visions and ideas that are invoked by the leaders only for a guideline or framework that helps in the creativity and a way they could connect with their leader. This help in giving the followers the bigger picture that the leader has. Interview methodology I set to carry out two interviews: one on a leader and another on a follower. I chose to carry out my interview with the head of marketing Cadbury London Mr. Alfred Roberts. He is in charge of all marking operation of Cadbury in the UK giving him a high level of leadership position. The aim of interviewing him is to find out his view an inquiry on high leadership I order t establish the kind of leadership he exhibits. My second interview was to be with his subordinate an individual close to him his personal secretary madam Annabel kilt. She falls into the category of the follower. Interview questions Questions to the leader What length of the period have you been in an executive leadership position?  This question is asked in order to identify if the individual has been in a leadership position or not Through your leadership time, what kind of leadership have you taken up? This sets to investigate the nature and kind of leadership the individual set put up during his tenure of leadership. This also brings out the leadership qualities that the individual had during leadership. What is your view on innovation and development at work? In order to identify if a leader is a transformational leader or not the leader should qualify for the three characteristics of this kind of leader, this question seeks to identify if the leader has inspirational motivation. What is your greatest motivation for working? This helps determine the step at which the individual is in the Maslow's theory of needs. This is because different kinds of leaders are found in different levels of the theory. Questions to follower What is the length of time they have been a working under the boss? This helps determine the time period of following of the particular respondent. This helps in developing the nature of following the individual has. What is the kind of leadership they think their boss has aborted? This sets to investigate the nature and kind of leadership the individual set put up during the time of following. This also brings out the leadership qualities that the individual had the following. What they find they think is the opinion of the boss towards innovation and development? In order to identify if a leader is a transformational leader or not the leader should qualify for the three characteristics of this kind of leader, this question seeks to identify if the leader has inspirational motivation. What they think is their boss’s motivation to work? This helps determine the step at which the individual is in the Maslow's theory of needs. This is because different kinds of leaders are found in different levels of the theory. Integration Through the interview, the head of marketing of Cadbury exhibited very high levels of transformational leadership. This can be attributed to the answers that were received from the two respondents to the interview. One of the major attributes that helps draw towards this conclusion is the charismatic attribute of the leader. Form the responses given by the personal assistant we note that the individual is highly regarded at his workplace and many individual look up to him Another key attribute that highly exhibits the transformational leadership that the individual has is the motivation to work. According to Burns, he stated that many leaders who exhibit the high level of transformational leadership are usually in the higher level of the Marslows theory of needs: self-esteem and self-actualization steps. As it can be seen from the answers of the question the motivation of work for the leader is self-actualization and this qualifies him for transformational leadership. Transformational leadership can also be exhibited through his open-mindedness on issues pertaining innovation and development. In his answer, he says categorically that he loves new ideas and says that the new idea brings about a fresh vibe in the working environment. One of the key attributes of a transformational leader. According to Burns, he states that a good transformation a leader is able to adjust well to changing times pick up new ideas and articulates them adequately. He also says that this kind of a leader also embarks on the development of new ideas by themselves. Conclusion In conclusion, transformational leadership, in my opinion, is the most superior way of leadership. This is because it encompasses different leadership style in one blend picking only the good attributes. We cannot completely say that transformational leadership is the only workable type of leadership, this is because just as the earlier stated leadership style is highly dependent on the circumstance and situation that is surrounding the incident. Due care must be taken in the choice of adoption of appropriate method or way of leadership. Work cited Burns, J. M. (1978). Leadership. New York: Harper & Row Bass, B. M. (1985). Leadership and performance beyond expectation.New York: Free Press. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter): 19-31. Albritton, R. L. (1998). A new paradigm of leader effectiveness for academic libraries: An empirical study of the Bass (1985) model of transformational leadership. In T.F. Mech & G.B. McCabe (Eds.), Leadership and academic librarians (pp. 66-82). Westport, CT: Greenwood, 1998. Bass, B. M. (1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Erlbaum. Bass, B.M. & Avolio, B.J. (Eds.). (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications. Pielstick, C.D. (1998). The transforming leader: A meta-ethnographic analysis. Community College Review, 26(3), 15-34. Yukl, G.A. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10(2), 285-305. Bass, Bernard M. Leadership, Psychology, and Organizational Behavior. N.Y.: Harper and Brothers, 1960. Bass, Bernard M. “The Ethics of Transformational Leadership.” In Kellogg Leadership Studies Project, Transformational Leadership Working Papers Transformational Leadership Working Papers, The James MacGregor Burns Academy of Leadership, 1997. Greenleaf, Robert. The Servant-Leader Within: A Transformative Path. New York: Paulist Press, 2003. Interview transcript first interview Interviewer: Student Interviewee:  head of marketing Cadbury London Interview Setting: the interview was held in the associate’s office. The interview was conducted at 3:30 PM on Wednesday afternoon. Affiliation to the interviewee: mentor (Start of Interview) Interviewer: for how long have you held your current position? Interviewee: do you mean the position of head of marketing  Interviewer: yes.  Interviewee: I have held this position for the past three years though I have been working for this company for the past six years. Interviewer: for what length of period have you been in an executive leadership position  Interviewee: close to 10 years now Interviewer: through your leadership time what kind of leadership have you taken up? Interviewee: I would say I have adopted various leadership styles depending on the situation and circumstance. Though, I have mainly used a more of a diplomatic approach to leadership. I usually sort the opinion of my subordinates before making a decision on most of the occasions. Though I have at the time used an authoritative form of leadership and also a charismatic view, which I understand is now called transformational leadership. Interviewer: what is your greatest motivation for working? Interviewee: my greatest motivation for working I could say is self-development and getting to the highest position I could in my career. Money is to me is not a great motivator. I would consider a low paying job with more authority and responsibility for a high paying job with lesser responsibility  Interviewer: what is your view on innovation and development at work Interviewee: my opinion on development and innovation is could say. Generally, I love a new idea at work since it brings with it fresh vibes and a new look at the thing. I would accept any new idea or concept at work. Though not all new concepts are acceptable I vet the ideas before acceptance. So I could say that I do love new ideas and concepts and I quest to personally look for the idea that I could implement to increase performance and results. How about you? Interviewer: let me say am a bit conservative on ideas. I enjoy using tested and proven ideas for new ideas. Finally, what are your attitudes on morals and values at work Interviewee:  as a boss to many staff I highly value integrity amongst my staff which encompasses high levels of morals and values. So I could say I have strong attitudes for morals and integrity at workInterviewer thank you for your time I did enjoy the interview. Interviewee: your welcome maybe you could join me for tea at a later date. Interviewer: I will take you up on your offer Interview transcript second interview Interviewer: Student Interviewee:  personal assistant to head of marketing Cadbury London Interview Setting: the interview was held in the Cadbury London conference room. The interview was conducted at 4:30 PM on Wednesday afternoon. Affiliation to the interviewee: personal assistant to my mentor (Start of Interview) Interviewer: for how long have you held your current position? Interviewee: as the head of marketing personal assistant or in this company Interviewer: both.  Interviewee: I have worked as the heads personal assistant for four years that is from before he was promoted to his current position where he was the regional marketing coordinator. I started working in this company about nine years ago basically I have worked longer in the company than my boss. Interviewer: in your own opinion what do you think is your boss’s mode of leadership? Our interview is highly confidential you could say anything. Interviewee: he is a diverse person he does not use one form of leadership style but generally he is a diplomatic kind person. The reason why I say this is that he highly consults with not only other senior personnel about issues but also with his subordinates. This has made most of the staff around love him and appreciated his decision. Though at time he can be very authoritative to us Interviewer: though the time you have worked as his assistant what have you noted to be his great working motivators? Interviewee: I would say my boss works to develop his career. Trough talks with him he has told me that he has been offered severally higher paying jobs than the one he is holding. And after asking him why he turned them down he tells me that the job s do not have any prospects of growth or development despite them having higher pay. He would rather stick to one he is sure of development Interviewer: is your boss open to new ideas and thoughts? Interviewee: yes totally he highly appreciates new ideas. Interviewer thank you for your time. Interviewee: you’re welcome. Assigned copy of the ethics form Read More