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Transformational Leadership Model (1)

Transformational Leadership Model (1)

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Published by tallalbasahel

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Published by: tallalbasahel on Jun 30, 2011
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01/02/2013

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Transformational Leadership ModelIntroduction:
There had been extensive research on leadership in organizational literatures andtheories. Locke (1991) claims in his study that effective leadership has the capability of motivating others. Also Bass (1985) in his model describes how leadership behavior often leadsto the term motivation to a great extent. Peter and Liz (2000) in their studies define the conceptof leadership as a kind of relationship which two people possesses where the one influences the behavior of the other. Leader must have the potential to influence and motivate the sub-ordinatesin order to meet the goals for the organization.There had been a considerable amount of study that had taken place on leadership. In a studyconducted by House and Shamir (1993) on charismatic leadership while Avolio and Bass (1999)has made studies on transformational leadership. Adapting any of these leadership methodscertainly provides results in the form of predictable follower outcomes.
Link between Charisma and Motivation:
Weber (1974) associated the concept of charismawith the theory of organizational leadership. This theory linked the concept of charisma withleadership as they argued that the leaders necessarily promote the motivational factors and createa strong bond with the subordinates. From this idea the concept of transformational leadershiphas evolved. The transformational leadership model has direct effect on affective influence process as well as cognitive influence process. Both of these processes effect directly towards themotivation of the followers. The first key factor of contingency is the follower development.(Houghton & Yoho, 2005). The subordinates mainly operate according to the contract of employment but at the same time can be contributed by the supervision imposed by the leader especially in the case of the unstructured tasks and volunteering for the extra work or taking onadditional responsibilities. (Houghton & Yoho, 2005). There are more than a few characteristicsthat a person has to possess and adopt to establish him/her as a true and inspirational leader within a firm and when they achieve to establish their position. According to themtransformational leaders motivate the followers by importantly appealing common interests inthem and also this kind leadership models necessarily has basic dimensions. This is idealizedinfluence in the form of inspirational motivation, the intellectual simulation and alsoindividualization. The other terms used in explained such leadership qualities are called thevisionary leadership.But in case of short term works the transformational leadership attempt does not hold good. Theshort term efficiency becomes a major concern rather than long term involvement. In some of thecases more directive leadership approaches is much more desirable. (Manz & Sims, 2001). Onthe other hand when the leader is aiming to inspire or motivate the subordinates, thentransformational or empowerment leadership style becomes applicable. This approach may also be regarded as investment behavior on the part of the leader as it will fetch him or her returns at alater stage. This concept is related to the theories in the form of self-regulation and self-control.According to this form of eldership theory, the employees are less likely to be influenced by anautonomous leader and will indulge more on self-development. Thus the transformational
 
leadership often is more applicable in the cases when a long term project is there and a fixedteam is present. In that kind of situation this kind of leadership models often flourish and also atthe same time helps the subordinates to grow.
Hypothesized Model:
This model definitely has contribution in the recent literatures in threemost critical ways. Firstly the model importantly integrates the contingency factors, theleadership approaches and outcomes into a single model. (Llies, Judge &Wagner, 2006).Secondly the model also makes practical contribution by providing the various practitioners inthe field with a proper framework to work on. But most importantly this model definitely provides the basis on which it can be decided when or where the concept of self-leadership can be implemented. The model for understanding the transformational leadership theory is based onthe motivational factors and understanding that is crucial for gaining an in-depth understandingof the issue. This approach may also be regarded as investment behavior on the part of the leader as it will fetch him or her returns at a later stage. This concept is related to the theories in theform of self-regulation and self-control. According to this form of leadership theory, theemployees are less likely to be influenced by directive leaders and will indulge more on self-development. In this theoretical context the organizations have better control over their employees. It is in fact that particular ability that an individual posses which enables him or her to influence the activities of an organization and guide it towards the goal. (Grint, 1997).
Influence Process:
The neurobehavioral components that necessarily regulate the level of motivation do have some distinct and affective cognitive, biological as well as behavioralcomponents. (Llies, Judge &Wagner, 2006). The dimension of effective transformationalleadership which influences follower motivation is the charisma. Through this component thesubordinates determines the self-confidence and regulation and also the charismatic leader influences the level of determination within the sub-ordinates. Also a charismatic leader is believed to influence the traits within the followers which distinguish one person to another.(Llies, Judge &Wagner, 2006). They are more likely to influence positive emotion within thesubordinates and for that reason the motivational level are expected to be high. In short thecharismatic component influences the emotional contagion and as a result positive emotions arecreated within the followers. This in turn is likely to create self-efficacy and self-set goals.Leaders need to be self-motivated because through his or her motivation the subordinates will bemotivated in their work and will be involved. The leader must show the direction towardsorganizational goals and this constant effort from the leaders indeed requires some level of motivation.
Conclusion:
It’s very difficult on the part of the leaders to get motivated all the time as they arethe ones who are expected to motivate others. But leaders can definitely motivate themselves by benchmarking other larger firms and trying to achieve goals which other firms have alreadyachieved. The charisma on the other hand has a greater influence in determining the kind of relationship and influence that the leader has on the followers.

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