...TRANSFORMATIONAL LEADERSHIP - THE KEY TO SUCCESSFUL MANAGEMENT OF TRANSFORMATIONAL ORGANIZATIONAL CHANGES UDC 65.012.3 Ivana Simić Faculty of Economics, University of Niš, Trg VJ 11, 18000 Niš, Yugoslavia Abstract. Transformational leadership represents the essential quality for successful management of transformational organizational changes. It is about the quality that, in fact, so-called transactional management has missed to bring to an end of the transformational cycles with efficiency. In that sense, the success in realizing transformational organizational changes means that the key people in an organization (managers) develop sets of appropriate skills and attributes that are characteristic to so-called transformational leaders. 1. INTRODUCTION When the organizations adjusted themselves to environmental changes by incremental, evolutionary changes, so-called transactional management was in favor of managing those changes. The conditions of modern organizations functioning require undertaking some radical, transformational changes. Management of such changes requires some new management qualities. One of these qualities is transformational leadership. This article points out the appearance of the transformational leadership concept, its nature and essential qualities (skills and attributes) these phenomenon consists of. 2. TRANSFORMATIONAL LEADERSHIP CONCEPT As an idea, transformational leadership was first mentioned in 1973, in the sociological...
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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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...| | | 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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...Term paper On Relevance of leadership theories, role of leadership style and team building for organizational performance in context of Bangladesh. Organization theory and Behavior (PPG505) Submitted to Dr. Sk. Tawfique M. Haque Associate Professor Department of Political Science & Sociology And Director, MPPG Program North South University, Dhaka, Bangladesh. [pic] Submitted by MD. AMDAD HOSSAN ID NO. 1412126085 MPPG 4th Batch, Department of PSS, NSU, Dhaka 1. Introduction Leadership is a highly sought-after and highly valued commodity. In the last three decades, especially after the NPM movement, leadership has attracted substantial attention as an essential factor for organizational performance in the public sector (Cristin &Ticlu, 2012). The public has become increasingly captivated by the idea of leadership. People continue to ask themselves and others what makes good leaders. As individuals, they seek more information on how to become effective leaders (Bryman, 1992). Many people believe that leadership is a way to improve their personal, social, and professional lives. Corporations seek those with leadership ability because they believe they bring special assets to their organizations and, ultimately, improve the bottom line (Parry, 2003). In addition, leadership has gained the attention of researchers worldwide. A review of the scholarly studies on leadership shows that there is a wide variety of different...
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...The rate of changes in organizations has been increased by a diversity of external forces such as intensified global competition, the increases in technology, reduced revenues and customer dissatisfaction (Attaran, 2004). These changes have led to a rise in downsizing, restructuring, reorganization, mergers and acquisitions. Nevertheless, most entrepreneurs’ efforts in changing organizations have failed to achieve the expected outcomes in terms of revenue growth, cost reduction, productivity and employees’ commitment (Marks, 2006). Although the failure of organizational changes is attributed by several various elements, Seo et al (2012) suggested that the human factor, particularly leaders, plays the most significant role in delivering the effectiveness of organizational change. Consequently, it is necessary to investigate leadership theories and how effectively it may result in effective organizational change. Firstly, the transformational leadership concept will be analyzed to evaluate their contribution to corporate changes. Subsequently, the case of ‘Centurion operation at Philips Electronics’ is applied to reflect this theory in practice. The third sector will examine the role of culture leadership in organisational changes. Finally, the insights of this theory will be assessed through one practical example in relation to mergers and acquisitions among companies, Renault-Nissan and Daimlerchrysler-Mitsubishi . Transformational leadership effectively changes organizations...
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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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...There is little doubt that strong and efficient leadership is essential for any successful organisation. The two most prominent leadership theories are transactional and transformational. But is transactional leadership slowly going out of fashion? From the author’s perspective, transactional leadership is less important in today’s modern, fast-paced and technological world. This essay will explain the difference between both types of leadership and will present evidence which suggests that the rigid nature of transactional leadership breeds mediocrity, while transformational leadership encourages intellectual stimulation and exceptional performance. The author will also examine key factors which affect how a subordinate responds to a leadership style: these include innovation, employees’ own self-esteem, job satisfaction and the financial outcomes of an organization. Firstly, it is best to define transactional and transformational leadership in order to gain some context. According to Bass (1985), transactional leadership is based on an exchange process in which the leader provides rewards in return for the subordinate’s effort and performance. This is often referred to as contingent reward which means the subordinate is only given recognition when expectations are met. Another characteristic of transactional leadership is active management-by-exception; this is the constant monitoring of subordinates which leads to praise when goals are achieved and criticism when errors are...
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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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...Transformational leadership Western Governors University May 24, 2015 This paper will describe the evaluation of my personal leadership theory. I believe in being inspirational to employees and keeping them encouraged. One subject that I should focus on is managing the department(s) better by making sure all tasks are completed in a timely manner and that all deadlines are met. In addition, I believe that performance and accuracy are crucial in any area of management. After completing my seven habits profile, many things about my best performance were revealed. According to the results, my overall performance is very good. I scored the highest in category 7 which was titled ‘Seek first to understand’. I do believe it is essential to be sensitive to others feelings as well as to seek to understand the viewpoint of others and to listen with an open mind. I also scored exceptionally high in category 6 which was titled ‘Think win-win’. As a result of these scores, I find that I would be a natural as a compassionate and understanding leader. A good leader believes that achieving goals within an organization would require team effect that starts with the leaders and continues on with their subordinates. This effort would initiate sincere trust among the coworkers whether they are in the position as an executive, mid-level management or laborer. Therefore, the transformational leadership style would be most fitting to describe my management expertise. ...
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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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...Plant February 23, 2015 Change within the healthcare industry is occurring at an exponential rate. Although change is not new to healthcare, the underlying reasons for change are diverse compared to other industries. Consumer perception that healthcare is a right has inspired regulatory changes that affect both access and quality of care, adding to the already escalating costs. The entry of investor-owned companies into the acute-care markets in the late 1960s has created a challenging and changing healthcare environment, which threatens the survival of those unable to adjust to the trends of the industry (Johnson, 2009). Other factors contributing to unpredictable changes in the healthcare industry include the exclusive expertise of the providers, the physician/hospital relationship and related referral patterns, the absence of a traditional competitive market, and the fragmentation of the industry. The concept of change is far too broad to justify any one definition. Extenuating circumstances and unpredictable shifts within the healthcare industry require a strategic management model that addresses both change and changing. Visionary leaders must be alert to external change and have the organization prepared to respond by changing internally. Consequently, everyone in the organization plays a role in change management. Among the many definitions of change reported in the literature, transitional and transformational changes provide the most practical distinction...
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...Does the leadership of an organization have an effect on the employees and the organization? Abstract Leadership is a critical component in the success of any organization. Over the years, research has been conducted to identify specific aspects of organizational culture that favor particular styles of the leadership in the organization. There has been research done on the definition of leadership. In this study, I will touch on both the definition of leadership, and the importance of the relationship between specific types of organizational cultures and leadership styles. In this study, I found that transformational and transactional leadership styles are the ones that are commonly used in organizations. The leadership of an organization plays a very important role of the organization. Leadership is one of main areas of study today in professional training. There are a number of books, articles, and research papers written on how we define leadership in the public sector, as well as how it affects the organization. Some leaders are born into the role, such as royalty, where there have been some notable successes and failures. Other leaders become leaders simply because other people choose to follow them. Researchers have been studying the definition of leadership for many years with different results but most agree that leaders have a perceived influence on the organization. Sauer (2011) Most individuals who read these articles are interested...
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...archive of this journal is available at www.emeraldinsight.com/0262-1711.htm JMD 30,2 Leadership behaviors, organizational culture and knowledge management practices An empirical investigation Hai Nam Nguyen and Sherif Mohamed School of Engineering, Griffith University, Gold Coast, Australia Abstract Purpose – The purpose of this study is to investigate the relationship between leadership behaviors and knowledge management (KM) practices. More specifically, it aims to examine the influence of transformational and transactional leadership behaviors on KM, and the moderating effect of organizational culture on this relationship, in the context of small-to-medium sized enterprises (SMEs) operating in Australia. Design/methodology/approach – A total of four hypotheses were proposed for testing. It also provides is a succinct review of KM basics relevant to the study, the relationship between leadership and KM, and leadership and organizational culture. Findings – The results suggest that both transformational and transactional leadership are positively related to KM practices. They also reveal that charismatic leadership and contingent reward leadership behaviors have greater influence on all the dimensions of KM practices. Research limitations/implications – A key limitation of this study is its cross-sectional nature. It is possible that at least certain aspects of leadership and organizational culture, and its impact on KM practices emerge with some kind of time lag. A longitudinal...
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...6 Organizational leadership 3 marks 1) What do you mean by “charisma”? Ans: Charisma is a trait found in individuals whose personalities are characterized by powerful charm and magnetism (attractiveness) and superior capabilities of interpersonal communication and persuasion. According to Weber, charisma is a pure form of authority based on the gift of divine grace. The term charisma is applied to a certain quality of an individual personality by virtue of which he is considered extraordinary and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. 2) Who is a charismatic leadership? Ans: Charismatic leadership is a leadership based on the leader’s ability to communicate and behave in ways that reach followers on a basic, emotional way, to inspire and motivate. 3) Define the term “transactional leadership”. Ans: A transactional leader is one who guides and motivates his follows in the direction of establish goals by clarifying role and task requirements. It involves exchange relationship between leader and the followers. It is a perception for mediocrity and that transformational leadership leads to superior performance in organization facing demands for renewal and change. 4) Differentiate between transformational and transactional leadership. Ans: ...
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...Loads of Fun BMGT 365 Organizational Leadership Taira Salmon Brandt is preparing to take over control from Garret Salmon her father, the owner of a medium sized party invitation company Loads of Fun. Taira has recently received a degree from UMUC in Business Management and is anxious to take over the company. Taira and her father Garrett have been planning her takeover for several years, ever since her ex-husband left the business after their divorce-- an event that garnered her unwanted and unsolicited notoriety within the company. Taira has always worked in some capacity within the company but never in a serious leadership role. Taira and Garrett have agreed that she will take over as CEO in the next two months. No one knows of this decision. This report will review in depth the current and future leadership styles, organizational dynamics for the company and provides recommendation on how Taira and Garrett can effectively transition responsibilities. There are many qualities that a 21st century leader must have in order to successfully grow their organization. They must be able to create a vision that encourages employees; they must create a culture that promotes growth, motivation, and innovation; they must be adaptable to change; they must be social planners that build strong relationships with their team; they must create strategies that help grow the team and the organization successfully. This paper provides an analysis of the current situation of Loads...
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