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The transformational approach is based on the leader’s personality, traits, and ability to make change through example. Transformational leaders articulate an energizing vision and challenging goals. They are idealized because they are moral exemplars of working toward the benefit of the team, organization, and community.
Examples are given in brackets) Defining the task, (by setting clear objectives through SMART goals) Planning, (by looking at alternative ways to achieve the task and having contingency plans in case of problems) Briefing the team, (by creating the right team climate, fostering synergy, and making the most of each individual through knowing ...
Emphasis on work facilitation: Emphasis on interaction facilitation Focus on structure, roles and tasks: Focus on relationships, well-being and motivation Produce desired results is a priority: Foster positive relationships is a priority Emphasis on goal-setting and a clear plan to achieve goals: Emphasis on team members and communication within
Transactional leaders pay attention to followers' work in order to find faults and deviations. A transactional leader follows the objective exchange of value between an employee's performance and the manager's response to it. The manager communicates clear requirements and goals to the employee and rewards achievements. [5]
The four dimensions being: (1) a shared, motivating group purpose or vision (2) action, progress and results (3) collective unity or team spirit (4) attention to individuals. For example, the leader has to ensure that there is a motivating vision or goal, but that does not mean he or she has to supply the vision on their own.
Political scholar James MacGregor Burns first developed his typology of leadership in his 1978 book Leadership. [2] He built on the work of German sociologist Max Weber's rational-legal model of authority in the context of organizational theory, conceptualizing leadership as a power-imbalanced social contract between leaders and subordinates, each of whom has specific goals that may be shared ...
The TMLQ is composed of 50 items and is designed for adults who work in a team. It represents an extension of the definition of transformational leadership from the individual to the collective. The TMLQ measures team transformational leadership, team transactional leadership, team passive/avoidant behaviors, and team outcomes of leadership.
For example, in one study of the innovation practices at AXA Insurance in Ireland, the CEO John O’Neil engaged in transformational leadership behaviors and introduced the “MadHouse” program that combined workers from different departments and levels of the organization to work together in a creative way.