Transformational leadership theory and practice (Head of Training and Staff Development Department)
The concept of transformational leadership was introduced by James MacGregor Burns in 1978. It is based on mutual support between the leader and those he is leading with the end result being a positively transformed group and an efficient leader. Transformational leadership has aspects of selfless leadership; it brings change to people and organizations; instilling vision, insight, and understanding, in order that change occurs in their minds and hearts; hence building solid ethics of congruent behavior, beliefs, ethos, principles, or core values; that would foster permanent, self-perpetuating, and momentous changes. A leader therefore strives to provide his/her people of what is right and important, so that they are motivated to perform their duties with prowess.
In contemporary psychological thinking, these ideas are usually related to mental qualities such as insight, charisma, decisiveness, intelligence, and, imagination, and charisma (Halsman et al. 2008). Charisma is a unique feature that binds a leader to his/her community; providing them with leadership characteristics worth emulating. Bass & Avolio (1997) stated that behaviors associated with transformational leaders are exhibited in:
Idealized Influence: The leaders practice what they preach. They act as role models that followers emulate. They win the trust and respect of their followers through what they do. They work on their followers’ needs over their personals, and demonstrate ethical conduct.
Inspirational Motivation: A leader shows the essence of desired goals using simple explanations. They promote consistent vision, and values to the members. They guide followers, providing a sense of meaning and challenge to them, hence they work enthusiastically and optimistically in teamwork and commitment to the mission.
Intellectual Stimulation: The leaders encourage their followers to think, be innovative and creative. They don’t criticize them for the mistakes they commit in their creativity.
Individualized Consideration: The leader spends more time teaching and coaching. They become mentors to their followers strengthen them in their creativity and innovation. The followers get specialized attention depending on their talents and knowledge.
Transformational leaders are on average more positively correlated with their subordinates’ satisfaction, extra effort, and effectiveness. As the head of training and development of staff, my work is to promote business efficiency in training and development of staff to focus on priorities, goals, and targets. I try to use and reinforce techniques of transformational leadership to help improve the functionality of the employees and satisfactory customer service within the organization. I come up with development objectives and the implementation structure, including the growth up the ladder by employees who show exceptional abilities. Northouse (1997. pp. 158) describes ethical leadership as a process by which a good leader rightly influences others to accomplish a common good: to make the world better, fairer, and more humane.
Transformational leaders are driven by higher ideals, values, and virtues. They model these values by working with charismatic approaches, reinforcing their desire to improve the abilities and positive attributes of their subordinates. In transformational leadership, the leader guides people with the existing values, goals, capabilities, and other resources. Those led achieve through progressive stages of development. Values are not simply the underpinning of motives, but they are internalized and assimilated to be part of the person (Leadership report 2009).
The training and brainstorming sessions I organize for in this department empowers those I supervise to think on their own and make congruent decisions that maximizes their output, increases their chances of promotion, and improves on their weaknesses. The dynamism of man dictates that he needs to be current and relevant so that he/she grows with time. It is on this premise that we train them to develop new ideas, be versatile, and seek to progress. Any of them is hence prepared to replace me when I move to pursue other endeavors. Transformational leadership creates the inevitability of change and progress. There has to be a shift in paradigm between those who are under supervision and the supervisor. A leader develops energy, enthusiasm, and passion. The leader is also focused on giving every member of his/her group a chance to exercise their potential and succeed as well.
Awareness with the subordinates brings a leader to realize his inner motivation, passions and values, and how they affect his, and the emotions of others. A transformational leader is followed and he too follows his community. He empowers others to develop. The most effective way to develop people is to enable them learn and exercise their skills. The people develop in tandem with every aspect of their lives. Transformational Leadership builds a holistic being; hence thoughts, feelings, and actions are in synchrony. The leadership is with integrity and authenticity that is recognized by others, and gives them inspiration to follow suit. It leadership is not based on gender or sex of a leader. In fact, it does not discriminate.
Employee training program is essential to keep your staff motivated about learning new concepts and your department becomes profitable. The current turbulence and uncertainty of the economy can lead to organizational instability and total collapse. Transformational leadership at all levels of organization can foster drastic changes because individuals work in coexistence. Those under such leaders display above par levels of job satisfaction and commitment. With a devoted and streamlined workforce, it is useful to develop ways of providing them with more tools and a malleable leadership. Through my department, I empower the employees to make decisions. I make sure they are always provided with support to implement their decisions.
References
Bass, B. (1998). Transformational leadership: Industrial, military, and educational impact. New York: Free Press.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Eggins, Reynolds, & Haslam, 2003; Haslam et al., 2003; O'Brien et al., 2004) The new psychology of leadership; The first skills of leadership.
Ingram, P. D. 1997. 'Leadership behaviors of principals in inclusive educational settings', Journal of Educational Administration, 35(5)411-427.
Kirkbride, P. 2006. ‘Developing transformational leaders: the full range leadership model in action’, Industrial and Commercial Training, 38 (1): 23-32.
Northouse, P. G. 1997. Leadership: Theory and Practice, California, Sage Publications.
Yammarino, F., & Avolio, B., Eds. (2002). Transformational and charismatic leadership. (Monographs in leadership and management). Amsterdam: JAI Press.
