Documente Academic
Documente Profesional
Documente Cultură
Nursing Instructor
Dhaka Nursing College,
Dhaka
E. mail:
mbishwa@rocketmail.com
Transformational Leadership
1. Introduction:
Better leaders are transformational more frequently .. (Bass, 88).
Transformational leadership is inspirational leadership that promotes employee
development, attends to need and motivates followers, inspires through optimism,
influences changes in perception, provides intellectual stimulation.Transformational
leadership process that changes and transforms individuals. Transformational
Leadership begins with awareness awareness of our ownthoughts and feelings, and
how these affect your actions, and the states ofothers.Transformational Leadership
inspires wholeness of being, our thoughts,feelings and actions are consistent. It is
about leading with an integrity andauthenticity that resonates with others, and inspires
them to follow. Not onlydoes it inspire others to follow, but to become leaders
themselves
needs are satisfied. Transformational Leadership fits into the higher levels, as it
requires a high level of self esteem and self actualization to successfully be an
authentic transformational leader.
Its about values, purpose and meaning:
Essentially the leaders task is consciousness-raising on a wide plane. The
leaders fundamental act is to induce people to be aware or conscious of what they
feel -- to feel their true needs so strongly, to define their values so meaningfully, that
they can be moved to purposeful action.(Leadership, pp 43-44). Burns was one of the
first scholars to assert that true leadership not only creates change and achieves goals
within the environment, but changes the people involved in the necessary actions for
the better as well: both followers and leaders are ennobled. Burns became famous
among alternative leadership scholars because his model of transformational
leadership included an ethical/moral dimension that, prior to 1978, had not been
infused into any leadership theory
of
emotionally mature
courageous
risk-taking
risk-sharing
visionary
unwilling to believe in failure
sense of public need.
considerate of the personal
needs of employees
listens to all viewpoints to
develop spirit of cooperation
6.
love work
life-long learners
identify themselves as change
agents
enthusiastic
able to attract and inspire others
strategic
effective communicator
Bass(1985)
Charisma
Inspiration
Kouzes& Posner(1987)
Challenging the process
Inspiration a shared vision
Intellectual stimulation
Individualized consideration
7.1. Characteristics:
Vision
Human need
Understanding
Stong core value
7.2. Behavior:
mentoring
able to deal with complexity,
uncertainty and ambiguity
Bennis&Nanus(1985)
Attention through vision
Meaning through
communication
Trust through positioning
Deployment of self
Communication of vision
Reinforcement for involvement
Considerationfor employees
Fulfilment of commitment
7.3. Outcome:
7.4.
8.
Mission changes
Strategic changes
Culture changes
Internalization of
Organizational value
Empowered employees
Psychological contract
Organizational commitment
Ethically oriented cultur
11.1.
Broadly researched
Intuitive appeal
Process-focused: Transformational leadership treats leadership as process
occurring as a followers and leaders.
Provides a broader view of leadership augments other leadership models.
Emphasizes follower: transformational leadership emphasize followers needs,
values and morals.
Effectiveness: evidence supports that transformational leadership is an
effective form of leadership.
11.2.
of administration:
Leaders make sure that their followers are know their roles & understand how
they contribute to the greater purpose of the organization. Transformational leaders
are effective at working with people & create social architects. Transformational
leader create a vision that emerge from collective interest of various individual&
unite organization.
Transformational leadership results in people feeling better about themselves
& their contribution to the greater good. Leaders make sure that their followers are
know their roles & understand how they contribute to the greater purpose of the
organization. Transformational leaders are effective at working with people & create
social architects. Transformational leader create a vision that emerge from collective
interest of various individual & unite organization. Transformational leadership
results in people feeling better about themselves & their contribution to the greater
good.
13.
as well as the end values of justice, equality, and human rights.(Griffin, 2003, p. 8.
Emphasis added).
Bass (1997) usefully summarizes some of the other criticisms of
transformational leadership. It lends itself to amoral self promotion by leaders since it
makes use of impression management. He suggests it is antithetical to organization
learning and development involving shared leadership, equality, consensus and
participative decision-making. It encourages followers to go beyond their own selfinterests for the good of the organization and may emotionally engage followers in
pursuit of evil ends. This point is supported by Carlson and Peewee (1995) who
remind us that an organizations culture socializes individuals into that culture. While
acceptable behavior might be supported in this way, so too might socially
unacceptable behavior. Finally, Bass notes that transformational leadership can see
followers manipulated in ways that may see them lose more than they gain.
14.
Future direction:
Conclusion:
15.
References:
Submitted by-
Respected Ajarn
Professor Dr.PranomOrthaganont
Submitted to
BishwajitMazumder
ID No- 55910278