TRANSFORMATIONAL LEADERSHIP

Transformational Leadership

Introduction3

Background3

Understanding transformational leadership4

Transformational leadership theory5

Essential components of transformational leadership7

Intellectual stimulation7

Individual consideration8

Inspirational motivation8

Role identification8

Interpersonal Communication Competence9

Communication-centered approach to leadership11

Communication satisfaction and transformational leadership13

Roles of Transformational Leader15

Transformational Leadership in Non-profit Organisations16

Transformational Leadership Style17

Impact of Transformational Leadership on Organisation19

Factors of Transformational Leadership that affects Organisational Performance20

Transformational Leadership Affect on Organisational Performance21

Conclusion22

References24

Transformational Leadership

Introduction

Most organizations in today's competitive environment are faced with what can be called the leadership crisis. The first and foremost challenge that is being faced by leaders of the future is the creation of an environment that is based upon principles. This is so because many of the leaders today lack courage and vision. They do not create leaders under them and are essentially trapped in a management trap. There are others who have the vision, but do not possess the passion for learning. There are different sources of learning. This is to say that learning takes place while seeing things, observing them, sensing them and evaluating our prior experience of the same or related things. In this context, it must be stated that the most important means of learning is communication (Page & Vella-Brodrick, 2008, p. 441).

Just like there are different types of leadership, there are different types of communications that take place in an organizational setting. The paper attempts to study the perception of first-level supervisees on the extent to which the adoption of a transformational style will help in enhancing the level of satisfaction in communication among employees and employers.

Background

Leadership skills are not best learned in a classroom or workplace. It is possible to acquire leadership skills from personalities already having traits of leading people in natural behavior. The capacity to become a leader is present among all individuals, but each person has a basic skill that can improve through training or practice. The difference between a leader and a manager is that the manager is one who directs others in the pursuit of ends by means of use selected by third party. Leaders are the one who idealize design and begins with an assumption that the relevant institution and organization they work in need a replacement of views and generation of new ideologies (Anderson & Slocum, 2007, pp. 260).

Basically, effective leaders, in addition, to have strong personal, qualities they need to organized goals and vision, have the ability to be responsible for implementation of the goals, and the ability to inspire confidence in followers, energy and work together so that organisational goals can be achieved. The inefficient transformational leadership is often based on extreme leadership behaviour on leadership and insisted on control, carries a strong sense of the ruling authority of others, for leadership, organisation and followers, may lead to unhealthy, the development of unethical and even dangerous results (Bernard and Bruce, 1994, pp. 98). Within the organisation leadership for organisational development will affect the outcome of many forms, the allocation of resources from the organisation itself to a comprehensive restructuring of the organisation, regardless of if the transformational leader of organisational efficiency, effectiveness ...