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Transformational leaders fit well in leading and working with complex work groups and organizations, where beyond seeking an inspirational leader to help guide them through an uncertain environment, followers are also challenged and feel empowered; this nurtures them into becoming loyal, high performers.
For example, the founders of Google have been known to wear capes and jump-shoes around the office, [53] [54] thus inspiring more outside-the-box thinking in their employees. These open leadership behaviors convey that unorthodox and unconventional ideas and behaviors are not only accepted but also encouraged.
"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.
Authoritarian leaders focus on efficiency, potentially seeing other styles, such as a democratic style, as a hindrance to progress. Examples of authoritarian leadership include a police officer directing traffic, a teacher ordering a student to do their assignment, and a supervisor instructing a subordinate to clean a workstation.
The full range of leadership model (FRLM) is a general leadership theory focusing on the behavior of leaders towards the workforce in different work situations. The FRLM relates transactional and transformational leadership styles with laissez-faire leadership style.
When asked about the release of the 5th edition, in light of other leadership development programs that have come into existence, Posner stated that maintaining one's leadership skills was similar to how one might maintain their health throughout their lives. [11] The 5th edition features updated stories and examples for contemporary context.
Beyond the leader's mood, her/his behavior is a source for employee positive and negative emotions at work. The leader's behavior creates situations and events that lead to emotional response, for example by giving feedback, allocating tasks, and distributing resources.
Servant leadership represents a model of leadership that is both inspirational and contains moral safeguards, and in their paper, Mulyadi Robin and Sen Sendjaya proposes that servant leadership serves as a holistic paradigm for leadership as not only is it transformative and ethical, but also engages followers in workplace spirituality.