Overview
For responses, consider your classmates initial posts and distinguish between leadership types. Include a famous leader or two that can be identified by your choices.
• Use APA format for in-text citations and list of references.
Jeff
Transformational leaders are often brought into an organization to enact change, turnaround a failing entity, or otherwise implement change. As part of the process, transformational leaders need to understand the transformational process. Changes are usually met with resistance and take time. The transformational process is outlined below.
The transformational process (Lussier & Achua, 2016):
- Make a compelling case for change. Increase awareness to opportunities and threats. Identify active new trends.
- Present a shared vision – encourage people to think of new and brighter future, involve others in seeing and moving toward the vision, express new new vision, inspire followers.
- Lead the transformation – empower, support, foster collaboration. Help understand the need for change, establish priorities, minimize risk. Avoid templates for a quick fix.
- Institutionalize the change- enable and strengthen the followers, help followers look beyond self-interests. Change appraisal systems and rewards. Appoint a task force to monitor progress.
To complement the process of transformational change leaders need to focus on the behaviors that will build support and understanding of their new ideas and vision. The four behavioral dimensions are listed and explained below (Lussier & Achua, 2016).
- Idealized influence – leaders behavior aimed to inspire followers to share in their vision.
- Inspirational motivation – passionate communication of better days ahead that motivate followers to buy into the vision.
- Individual consideration – behavior that employs an individualized development model that responds to follower needs and concerns.
- Intellectual stimulation – challenge followers to think outside the box!
I can think of an ongoing dialogue I have been having with the team I manage. The discussions are centered around promoting one of our products that serves a small business segment, many of the managers don’t focus on this segment as there is a better return focusing on large business. I’ve had success taking the inspirational motivation approach in discussing this small business product. I’ve used a few different channels for communicating the need to emphasize the product. One approach was creating a “task force” to meet monthly and review the product success, illustrate success examples and encourage people to learn what was successful for other task force members. The other approach I’ve taken is using Teams to create a channel dedicated to this product, and have fun with it. This has involved some fun contests centered around improving results and creating a sense of urgency to promote the small business product.
I’ve also used the intellectual stimulation approach to get the group thinking of new ways to grow. This is usually accomplished by hosting an off-site meeting and creating a few boundaries for a larger discussion on strategy and vision. In addition, the discussions have generally been initiated using a democratic style of leadership to bring up ideas and get the dialogue started. As I ideas are discussed and vetted, they are then placed into our action and business plans.
Lussier, R. N., & Achua, C. F. (2016). Leadership: Theory, Application, Skill Development (6th ed.). Boston, MA: Cengage.
Jacob
Organizations that are experiencing a major need to change often bring in a transformational leader or implement a transformational leadership style. This need for change can be driven by multiple factors including a decline in business, introduction of new regulations, or even the decision to switch markets. A transformational leader will often implement a new vision, mission, strategies, and policies. Leaders utilize a four-part transformational process to successfully adopt these new practices and inspire others.
Stage one of the transformation process involves challenging the norm, and making a compelling case for change. This stage increases awareness for active issues and allows leaders to identify the team’s sensitivity to change. In stage two, a shared vision is generated and presented to followers. Ideally, this stage allows leaders to inspire followers to a better future and begins to involve them to make changes towards the new vision. Leading the transformation is stage three. As this is a broad step, leaders must fully define actions and establish goals first. Leaders should aim to instill a sense of urgency, empower followers, increase awareness and understanding of the vision, and minimize risk. Finally, in stage four leaders must institutionalize the change. Leaders must guide followers to find self-fulfillment within the new vision and look beyond self interest towards collective interests. Additionally, encouragement of other management to fully adopt and monitor the process is vital. This will allow leaders to find ways to improve the overall process.
Additionally, transformational leaders often utilize one of four behavior dimensions. Idealized Influence behavior conveys an ideal future that is much better than the future to inspire followers to share the vision. Inspirational Motivation behavior allows leaders to passionately communicate of better days ahead that motivates followers to believe in the vision. Individual Consideration behavior considers individual needs and concerns by utilizing a personalized development model. Intellectual Stimulation behavior challenges followers to think critically and question old methods.
On a personal level, I believe an Intellectual Stimulation behavior best suits me. I am constantly looking for ways to do tasks more efficiently and better. Something as simple as automating basic daily tasks or creating templates for common tasks allows me to cut back on the time needed to complete lower-level tasks and stay focused on more pressing tasks. Although, as a leader I think the Individual Consideration behavior is the most well rounded and best to implement. Every person responds very differently to change, and engages better with a personalized style. While this may be more difficult to individually implement to each follower, I find it may be the most effective.
References
Lussier, R. N., & Achua, C. F. (2022). Leadership : theory, application & skill development (6th ed.). Cengage Learning.
Towler, A. (2019, June 30). The qualities of transformational leaders and what distinguishes them from transactional leaders | CQ net. CQ Net - Management Skills for Everyone! https://www.ckju.net/en/dossier/qualities-transfor...