Week 4 - DQ Peter and Liz (2000) in their studies define the concept of 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-ordinates in order to meet the goals for the organization. There had been a considerable amount of study that had taken place on leadership. In a study conducted by House and Shamir (1993) on charismatic leadership while Avolio and Bass (1999) has made studies on transformational leadership. Adapting any of these leadership methods certainly provides results in the form of predictable follower outcomes. Manz & Sims (2001) in their study have suggested the fact that the model is relevant to the leadership approaches described. Though, it is a fact that many theories which are being proposed here contain relationships which can be again combined into a single practical framework. In order to understand the effect of transformational leadership on the motivation of the followers an analysis of the motivational factors has to be conducted. Pinder (1998) considered the concept of motivation as work-related behavior which has a force and also a direction. The transformational leadership model has direct effect on affective influence process as well as cognitive influence process. Both of these processes effect directly towards the motivation 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 on additional responsibilities. (Houghton & Yoho, 2005). There are more than a few characteristics that 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. But in case of short term works the transformational leadership attempt does not hold good. The short term efficiency becomes a major concern rather than long term involvement. In some of the cases more directive leadership approaches is much more desirable. (Manz & Sims, 2001). On the other hand when the leader is aiming to inspire or motivate the subordinates, then transformational 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 a later 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 an autonomous 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 fixed team is present.

In that kind of situation this kind of leadership models often flourish and also at the same time helps the subordinates to grow.

Reference: Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leaders: A self-concept based theory. Organizational Science, 4, 577- 594. Pinder, C. C. (1998). Work motivation in organizational behavior. Upper Saddle River, NJ: Prentice Hall. Bass, B. M., & Avolio, B. J. (Eds.) (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Manz , C, C. , & Sims H.P. Jr. (2001). The new Superleadership: Leading others to lead themselves. San Francisco, Berrett-Koehler Houghton, J.D., & Yoho, S.K. (2005) ‘Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged?’, Journal of Leadership & Organizational Studies, 11 (4), pp. 65– 83, C. C., &

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