Examples of Transformational Leadership in the following topics:
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- Leadership can be described as transactional or transformational.
- While transactional leadership operates within existing boundaries of processes, structures, and goals, transformational leadership challenges the current state and is change-oriented.
- Transformational leadership focuses on increasing employee motivation and engagement and attempts to link employees' sense of self with organizational values.
- Transactional leadership reacts to problems as they arise, whereas transformational leadership is more likely to address issues before they become problematic.
- Transactional leadership is more akin to the common notions of management, whereas transformational leadership adheres more closely to what is colloquially referred to as leadership.
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- The full-range leadership theory blends the features of transactional and transformational leadership into one comprehensive approach.
- The full-range theory of leadership seeks to blend the best aspects of transactional and transformational leadership into one comprehensive approach.
- Transactional leadership focuses on exchanges between leaders and followers.
- Transformational leadership deals with how leaders help followers go beyond individual interests to pursue a shared vision.
- Assess the intrinsic value of blending transactional leadership behaviors with transformational leadership behaviors
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- The transformational leadership style emphasizes motivation and morale to inspire followers to change their behavior in service of a greater good.
- According to Burns, transformational leadership is when "leaders and followers make each other advance to a higher level of morality and motivation."
- Bass used Burns's ideas to develop his own theory of transformational leadership.
- Bass clarified the definition to emphasize that transformational leadership is distinguished by the effect it has on followers.
- Different situations call for particular leadership styles.
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- Transformational leadership comprises four types of behavior:
- Transformational leaders encourage followers to be innovative and creative.
- The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful, and engaging.
- Transformational leaders act as role models for their followers.
- The foundation of transformational leadership is the promotion of consistent vision and values.
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- Leadership is the process by which an individual mobilizes people and resources to achieve a goal.
- Leadership is the process by which an individual mobilizes people and resources to achieve a goal.
- Some have distinguished among types of leadership such as charismatic, heroic, and transformational leadership.
- The many dimensions of leadership indicate how complex a notion it is and how difficult effective leadership can be.
- Abraham Lincoln is considered a model of leadership.
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- Theories of effective leadership include the trait, contingency, behavioral, and full-range theories.
- For a number of years, researchers have examined leadership to discover how successful leaders are created.
- The search for the characteristics or traits of effective leaders has been central to the study of leadership.
- Fiedler's contingency model of leadership focuses on the interaction of leadership style and the situation (later called situational control).
- The full-range theory of leadership is a component of transformational leadership, which enhances motivation and morale by connecting the employee's sense of identity to a project and the collective identity of the organization.
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- Debate is fairly common about whether the use of these terms should be restricted and generally reflects an awareness of the distinction made by Burns (1978) between "transactional" leadership (characterized by emphasis on procedures, contingent reward, management by exception) and "transformational" leadership (characterized by charisma, personal relationships, creativity).
- Management is often associated with the former and leadership with the latter.
- In contrast to individual leadership, some organizations have adopted group leadership.
- Others may see the traditional leadership of a boss as costing too much in team performance.
- Different situations call for different leadership styles.
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- Studies on the role of gender in leadership success show mixed results.
- In many areas of society, men have long dominated leadership positions.
- Research reveals small but significant differences in the way men and women are perceived in leadership roles, their effectiveness in such positions, and their leadership styles.
- Studies conducted in the 1980s and early 1990s found that women adopt participative styles of leadership and were more often transformational leaders than men, who more commonly adopted directive, transactional styles.
- They found no distinction in types or degree of motivation or in leadership styles overall.
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- Though they have traits in common, leadership and management both have unique responsibilities that do not necessarily overlap.
- The terms "management" and "leadership" have been used interchangeably, yet there are clear similarities and differences between them.
- Managerial work tends to be more transactional, emphasizing processes, coordination, and motivation, while leadership has an emotional appeal, is based on relationships with followers, and seeks to transform.
- This definition of leadership may create a negative bias against managers as less noble or less important: "Leader" suggests a heroic figure, rallying people to unite under a common cause, while "manager" calls to mind less charismatic individuals who are focused solely on getting things done.
- Distinguish between managerial roles and responsibilities and leadership roles and responsibilities
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- Managing change requires strong leadership and an understanding of how organizational change occurs.
- Conner (1998) identified six distinct leadership styles related to change: anti-change, rational, panacea, bolt-on, integrated, and continuous.
- Stopper (1999) characterizes each of Conner's leadership styles in this way:
- Conner identifies the first four leadership styles as appropriate for managing first-order change.
- When an organization is engaging in discontinuous, transformational change, however, integrated and continuous leadership styles are more appropriate .