TRANSFORMATIONAL LEADERSHIP 3
Transformationalleaders are agents of change and help employees improve theirperformance in their work unit or organization. As agents of change,transformational leaders create, model, communicate a shared visionfor a team or the whole organization. Transformational leaders alsoinspire their followers in achieving the established vision.Transformational leaders are not like transactional leaders who relyon rewards and punishments in achieving the stipulated goals.Transactional leaders such as managers’ helps organizations improvetheir efficiency but transformational leaders’ guides theorganization in taking important courses of action.
Organizationsrequire mangers as well as transformational leaders. It is throughtransformational leaders that organizations are able to align withtheir environment and adapt to changes when necessary.Transformational leaders motivate their followers through behaviorswhile charismatic leaders influence their followers through referentpower. Charismatic leadership is neither good nor bad and is noteffective in managing organization affairs. Charismatic leadersbecome self-centered and may not pursue common good. Unliketransformational leaders to motivate their followers to becomeindependent the charismatic leaders tend to produce dependentfollowers.
Elementsof a transformative leadership
Transformationalleadership is based on strategic vision and helps employees bondtogether by focusing their energy on future. Strategic vision is themain tool that transformational leader’s use in guiding their teamor organization to achieve the desired goals. Strategic visions maybedeveloped by the leader, clients, employees or suppliers. However, atransformational leader uses strategic vision to help employees ingoal setting. Strategic vision is the source of bond and motivationamong the employees.
Transformationalleaders should be able to communicate the vision across theorganization. This means building rapport and rallies allorganization stakeholders in achieving the set goals under thevision. Transformational leaders do not only talk about the visionbut engage their followers in actions aimed at achieving the vision.
Modelingthe vision means that transformational leaders align themselves withall aspect required to achieve the vision. Modeling the vision helpsin legitimizing and encouraging employees that the vision is indeedachievable.
Buildingcommitment for vision
Itis also important that transformational leaders build commitmenttowards the achievement of the desired vision.Transformationalleaders build commitment through symbols, words and enthusiasm toenergize people in adopting the vision. By building commitment,transformational leaders instill ‘how it can be done’ attitude totheir followers. Under the leadership of transformational leaders,employees become satisfied, committed and motivated to achieveorganizational goals. s is effective innot only assisting organizations transform but also inspires andtrain their followers to become independent and committed in theirwork. However, transformational leaders also mean that they adoptbehaviors that project the right influence to their followers.
Mypersonal experience as a transformational leader in my family
Asthe first born in a poor family, I have had great influence inmotivating my family to rise up against poverty. The first thing thatI shared with my siblings was the need to work hard in school so thateach sibling could get a good job. I developed a strategic vision onhow we could overcome poverty through working hard in school andoperating a family business for sustenance. I communicated thisstrategic vision to my parents and siblings in order to establishcommon mental model needed to act collectively. As part of modelingthe vision, I demonstrated through excelling well in my academics andassisting the family set up a small business. This was important inshowing my siblings ‘how it could be achieved.’ Modeling thevision to emancipate my family from poverty encouraged my siblingswho also excelled well in academics and assisted in running thefamily business.
Inthis way, as a transformational leader I was assisting my siblingsachieve the vision while building their capacity to becomeindependent. I built commitment towards our vision throughmotivational stories and showing enthusiasm towards our vision. Eachsibling had a role to playing fighting poverty through hard work inSchool and at home. After years of shared vision, hard work andcommitment the family business expanded and my siblings got good jobsafter school. The vision had been achieved as poverty was now aforgotten aspect. In this way, I portrayed transformative leadershipin elevating my family from the bondages of poverty.