|Type of paper:||Article review|
|Categories:||Leadership style Transformational leadership|
The articles majored their research on the transformation leadership in the public sector but neglected the administration in the private sectors. The private sector contributes to the development and growth of the countries as well as the public sector. Lack of research on the variables that can boost transformative leadership in the private sector has led to them been disadvantaged. The leadership activities in the private organizations and sectors affecting individuals have not been addressed. Through the transformation leadership, the workers are encouraged and motivated to handle the challenges that arise in their jobs. The motivation of the workers ensures the success of the organization and the realization of the objectives (Shen, 2018). European countries are the beneficiaries of the transformative leadership. It has enabled them to utilize their resources for the development and economic growth fully. On the other hand, the African leaders have for a long time employed transactional leadership. This type of leadership only benefits the people in the authority while the others remain unempowered. There is a healthy relationship between the leaders and their followers in the European countries. It has contributed to economic growth.
The African leaders should fully employ transformation leadership in their territories. To boost development, they must promote industrial revolution and high exploitation of the resources which are available in different countries (Evans & Sinclair, 2016). The leaders should also concentrate on building a healthy relationship with their followers. It ensures that the citizens of the countries take part in the development by setting reasonable objectives and development goals. Some variables have been developed in transformative leadership to ensure that it is realized in the African countries. The following are the extended variables: improving creativity, through empowerment, innovations, job satisfaction, leadership behaviors, outcomes, performance, and development.
Transformative leadership relates well with creativity in the organizations since it is built from the functional relationship between the workers and their leaders. Creativity involves developing new ideas by the employees of an organization. When the plans are developed, they increase the achievements in the manufacturing industries and also commercial organizations (Cekmecelioglu & Ozbag, 2016). Creativity among the workers is boosted by having supportive supervisors and managers, higher complexity of the jobs and the freedom of the workers. These are the main facilitators of creativity among the employees. Creativity enhances diverged thinking and the improvement of professionalism among the workers. Through the creativity, the workers formulate new methods of completing the given tasks within a short time. The managers and supervisors must be willing to create a good environment that will encourage the workers to be creative. The managers should support the workers to reach their goals through their creativity, and their presence must be felt to offer motivation. The organization should also provide channels where the workers contribute to the planning of the activities. It creates a good relationship in working places while enhancing employees working in groups.
It involves allowing the employees in an organization to perform their tasks independently without involving their leaders. Research shows that transformative leaders contribute to the emancipation of the employees (Jung & Sosik, 2002). They create an environment that enhances good performance as well as offering training and coaching to the employees to ensure that they have the skills required for the work. By acquiring the skills from the managers and the supervisors, the workers work efficiently without supervision.
On the other hand, transactional leaders fail to empower their workers and work on unrealistic objectives that are not easy to realize. Instead of offering motivation to the workers, transactional leaders give rewards to the workers for the achievements. The workers complete their tasks without perfection to please their bosses at work. In transformative leadership, the supervisors and managers motivate the employees to work hard and reach their potential and their working abilities. Empowered workers possess skills that the organization can include them in the planning and coordination of the activities in the working premises. The workers are also made group leaders in their working groups to facilitate the learning of the new skills by the other workers.
Transformative leadership in an organization offers a platform to encourage innovations among the workers. Innovative workers must be creative at all times. The top managers in the organization are the ones responsible for bolstering innovation in the organization. Innovations ensure that the organization remains competitive in the business world (Jung, Chow & Wu, 2003). Workers help to improve the qualities and features of the products that the companies make. They also develop new ways in which the customers involved with the organization can be served best. Innovations help in increasing the efficiency in the companies where the operations are run effectively. Innovations are based on the creative abilities of the workers and also the working experience. Workers are given freedom to have new creations in the organization as well as having an environment that encourages workers to develop new working methods.
Job satisfaction is essential for every organization that has visions of growth and development. It is based on the behaviors and the attitude of the workers towards their jobs. To have job satisfaction among the workers, the leaders must provide a good working environment (Yavirach, 2012). They must be accommodative and encourage the workers to consult them on the matters pertaining the work. During the engagement, the workers learn new skills that enable them to complete tasks in the given time. Workers who are satisfied with their jobs tend to be always committed in their duties and the realization of the objectives of the organizations. Empowerment of the workers ensures that the workers have all that it takes to complete their assignments efficiently. Therefore, job satisfaction relates to the transformative leadership in any organization.
Transformative leaders have qualities that transactive leaders do not have. They motivate the workers to ensure that they reach their full working potential. The actions are based on the charismatic abilities of the leaders whereby they influence the workers to work hard according to their skills. The leaders act as role models, and the workers emulate them (Cetin & Kinik, 2015). They ensure that the visions and goals of the organization are realized by establishing an environment that contributes to the empowerment of the employees. The leaders spot workers with specific capabilities and talents; they then motivate and give them guidance to them. Transformation leadership creates an environment that aspires workers to be good leaders. The workers possessing the leadership skills are appointed as the heads of the working groups to ensure that they are all empowered. In contrary, transactional leaders are only concerned with their achievements are neglecting the fact that human resources are the pillars of any organization. They reward their workers for achievements instead of guiding and training them to produce bigger and better results.
Transformation leadership is oriented on the results of their operations. To have good outcomes, the organizations ensure that their leaders are promoting a good relationship between them and the workers. The workers are trained on the various ways of handling the challenges involved in their work. Transformative leaders motivate their workers to be the best while transactive leaders are always concerned with exchanging rewards for the efforts of the workers (Peltokorpi & Hasu, 2014). The outcomes of the work done by the employees of any organization are based on their job satisfaction. To ensure that the workers are satisfied with their jobs, the organization must ensure that they are empowered. Their relationship with their fellow workers and leaders must be enhanced to provide that they work in groups. The leaders must be charismatic to experience the working potentials of all the workers fully.
Performance and development
Transformation leadership majors on the organization development and improvement of the performance of the workers. They offer training to their workers to ensure that they increase their performance (Dvir, Eden, Avolio & Shamir, 2002). For an organization to experience growth and development, it must have committed and visionary workers. The leaders help the workers in setting their individual goals. They also involve the workers in setting the goals and objectives of the organization. The leaders also motivate the workers to work hard and reach their full potential. Through the empowerment of the workers, they increase their creativity as well as coming up with innovative ideas for development. It makes them responsible for all their activities while the charismatic leaders ensure that they destined for the full realization of the objectives of the organization.
Cekmecelioglu, H., & Ozbag, G. (2016). Leadership and Creativity: The Impact of Transformational Leadership on Individual Creativity. Procedia - Social And Behavioral Sciences, 235, 243-249. doi: 10.1016/j.sbspro.2016.11.020
Cetin, M., & Kinik, F. (2015). An Analysis of Academic Leadership Behavior from the Perspective of Transformational Leadership. Procedia - Social And Behavioral Sciences, 207, 519-527. doi: 10.1016/j.sbspro.2015.10.122
Dvir, T., Eden, D., Avolio, B., & Shamir, B. (2002). Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment. Academy Of Management Journal, 45(4), 735-744. doi: 10.5465/3069307
Evans, M., & Sinclair, A. (2016). Navigating the territories of Indigenous leadership: Exploring the experiences and practices of Australian Indigenous arts leaders. Leadership, 12(4), 470-490. doi: 10.1177/1742715015574318
Jung, D., & Sosik, J. (2002). Transformational Leadership in Work Groups. Small Group Research, 33(3), 313-336. doi: 10.1177/10496402033003002
Jung, D., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14(4-5), 525-544. doi: 10.1016/s1048-9843(03)00050-x
Peltokorpi, V., & Hasu, M. (2014). Moderating effects of transformational leadership between external team learning and research team performance outcomes. R&D Management, 45(3), 304-316. doi: 10.1111/radm.12091
Shen, W. (2018). Personal and Situational Antecedents of Workers' Implicit Leadership Theories: A Within-Person, Between-Jobs Design. Journal Of Leadership & Organizational Studies, 154805181878400. doi: 10.1177/1548051818784001
Yavirach, N. (2012). The Impact of Transformational and Transactional Leadership to Subordinates' Job Satisfaction, Organizational Commitment Affect to Team Effectiveness. SSRN Electronic Journal. doi: 10.2139/ssrn.2159035
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