A Literature Review of Transformational Leadership “Organization Climate †Employee Performance” Essay

AbstractThe literary productions review attempts to view transformational leading meeting wordsing organisational dislodge and exploit. Based on the apprehension and theory do the attributes and adroitnesss submit the tools for loss leaders to motivate and influence followers verses the traditional leading through power and authority. The history of transformational lead style has now been tested and defined for over thirty years. The lit review chasten crosses many musical arrangements from the non for pro rival, governmental, private business, paramilitary, corporations and healthc atomic number 18. Furthermore, the difference in style from transactional leadership (situational leading) to transformational leadership, along with addressing the cultural and climate of the organizations which repugn leaders to find a system to motivate and inspire their followers. As the leaders navigate the ever-changing landscape within the organization what characteristics and traits are cracks of the make-up a good and legal leader. The authorship will conclude that the query and review of the literature supports transformational leadership will motivate, inspire and create an mod environment to meet todays organization and employee trust to follow their leader.As the topic of leadership begins with many studies and opinions on what type of leadership motivates and inspires an organization and its employees working towards a common goal for the amelioration of each some other which generally points to transformational leadership. at that placefore, the search and review of numerous binds and studies confirms that transformational leadership has an edge as a successful leadership style and concept to meet the challenges addressing esprit de corps and performance. Furthermore, transactional leadership has a psychological character through its approach developing relationships as a key factor instead of leading by authority and power patch respond ing to the situation. Before moving on to the literature review and findings I comprise an interesting article titled Traits of leadership (Jerabek, S., & Day, J., Danny. (2009) to focus on what is a good leader and For this article, the authors exchange a good leader as one who can legally lead a assort of individuals with a specific goal.The individualizedity of the leader, coupled with an ability to accomplish the mission, prove critical for success of the organization. leadership also bring person-to-personity characteristics that promote and develop others, much(prenominal) as overall awareness, say-so of others, and personal integrity. The lack or overabundance of a leaders characteristics can affect any organization. leaders exhibit various styles of leadership that mature and change throughout their careers. ( FBI Law Enforcement Bulletin, 78(11), pg.20.) As the review approaches to address the question many organizations do not understand caution verses leadershi p I thought this article provided a good foundation on what is a good leader which assisted with focusing on the topic of transformational leadership.So what is transformational leadership which began as transforming leadership within the political area in 1978 by James Macgregor Burns through his search on political leaders? The initial concept of transformational leadership was provided by Burns in his investigate about political leaders. According to Burns, transformational leadership is a routine in which leaders and followers promote each other to high(prenominal) levels of morality and motivation. Transformational leaders assist their followers to look at old problems via a new perspective. They stimulate their followers to attempt higher than usual levels.Transformational leaders inspire their followers to think more than their own aims and interests and to focus on greater team, organizational, national and global objectives. By providing future perspective, such leade rs influence over their followers in a manner that they assume that perspective as their own aim and show high efforts to touch it. These leaders are able to move the organization toward the ideal perspective by coordinating the employees and incorporate all system components 1. (Jandaghi, G., Matin, H. Z., & Farjami, A.) (2009).The research began in 1978 and in 1985 Bernard M. Bass extended Burns workand think on the psychological aspect of transformational leadership as it inspire and do followers. As the researched evolved into the nineties the wallop on organizational culture and basis was being examined. Since this type of leadership concept was more mickle oriented and relationship building within the organization the question about performance and success was root word to be studies in the 2000s.Furthermore, what is the impact to the changing culture within organizations relating to innovation and the rapid changes in technology, globalisation and the high demand for new products and services? As it is obvious from the term associated with this type of leadership, transformational leaders, look zip transforming and changing, which is necessary for innovation. Although leadership is an eventful factor in the life of every organization, yet few studies concord empirically examined the tie between this factor and innovation at the organizational level (Jung et al., 2003p.525). (Mokhber, M., Ismail, W. K. b. W., & Vakilbashi, A.) (2011) Australian ledger of Basic & Applied Sciences, 5(6), p.504).Does this type of leadership style favor any gender type since the concept has more of the softer approach to leadership verses the hard line authoritarian and power type approach? There was one reference in the research which referred to a phenomenon termed the glass cliff where the womans attributes are a better fit during an organizational crisis such as poor performance. So a lesson influence as part of this research about gender still focuses on characteristics, attributes and corporate stereotyping type of bias. However, if this tuition is carried forward beyond the stereotype corporate male dominate leaders these research findings could validate why transformational leadership style works best during a crisis because of the female attribute of relationship building. As part of this review it is important to look at this type of research of gender differences and their psychological phenomenon of transformational leadership.There is something to learn from the glass cliff research of (Bruckmller, S., & Branscombe, N. R.) (2010) as stated, If men have maneuvered the organization into trouble, appointing a female leader will appear as one way to achieve the transformation needed to turn things some (see Ryan & Haslam, 2007 for a related discussion). (British journal ofSocial Psychology, 49(3), p. 435). One word of importance within the above execration which is transformation indicates the value of glass cliff research no t because of the bias or gender step forward but the attributes to be successful during an organizational crisis which mirrors one of the attributes needed to be an effective transformational leadera small validation.The review discussed many issues as they relate to organizational challenges and the impact of leadership styles when motivating and animate followers to perform, become innovative and improve climate within the organization or group. As discussed during the research from 1978 to 2012 the change in the workplace and employee expectations from their employer or the leaders. How transformation is delivered was addressed and the factors which are identified with lower morale and reduce performance. (Bunker, K., Wakefield, M., Jaehnigen, O., & Stefl, B.) (2006). Change initiatives typically derail because the ball is dropped on the people side. Perfectly good strategies and change initiatives stall or conk when employees become stuck in some phase of the emotional transi tion. Leaders who fail to connect around these natural emotions generally struggle to gain sufficient buy-in from employees and thereby undermine their surface toward new goals. Instead of a loyal, productive, and enthusiastic workforce, executives and man long timers end up leading employees who are insecure, fearful, and skeptical. (Transformation delivered. T+d, 60(3), p.26.)The endeavor within organizational change to recruit and retain good talent was and added benefit identified with effective leaders and as stated to be an effective leader your followers need to be motivated and inspired. So this was another positive component the research found why transformational leadership is part of performance of an organization and its employees. (Bunker, k. et al.) For leaders to effectively harness and maintain the talent and commitment needed to benefit from organizational change, they must Examine their behaviors and emotions tied to change and transition. This begins the process of operating from a place of authenticity as a leader. Establish and protect trust. Without trust and honesty, authenticity and credibility suffer, which undermines solid change initiatives or focusing decisions. Find a balance between structural leadership andpeople leadership. By learning the important competencies for leading in times of change and transition, leaders have a new perspective from which to operate. (Transformation delivered. T+d, 60(3), p. 30). This article is an overview of the transition plan to transform the United States Postal Service which began in 2002.Each workplace relating to organizational change and leadership concept supports the transformational leadership style. As stated within this article transformational leadership. .(Jandaghi, G., Matin, H. Z., & Farjami, A.) (2009). The effective role of managers and leaders in radical changes and transformations is unavoidable in the organizations. leaders and management are not identical. To influence over others, management is depended on formal power while leadership is resulted from a fond influence process. Leaders make cultures and their fundamental role is affecting others. In other words, transformational leaders try to make changes that increase organizational efficacy and performance. These are changes that cause higher aim and expectations to the organization. (Comparing transformational leadership in successful and done for(predicate) companies. International Journal of Social Sciences, 4(3), p. 212).Furthermore, does this concept and theory carry over to multi-agency and crisis management which is more traditionally authoritative management style however, there is a movement of change in leadership style called Interwoven Leadership which combines features such as task skills, interpersonal skills, stakeholder awareness and personal qualities of commanders and their teams. This type of leadership has some of the same attributes as transformational leadership when referr ing to interpersonal skills. (Borodzicz, E & Devitt, K) For an interwoven method to be implantded effectively, it must be supported by the wider organizational culture in newton and incorporated into organizational reading at many levels. This whitethorn raise challenges of ethos as well as practicality. As with all cultural shifts, these value changes take a long time to truly embed within an organization, and some Gold leaders whitethorn continue to be wedded to the hard skill approaches that may have served them well in their careers. (Interwoven leadership The missing link in multi-agency major calamityresponse. Journal of Contingencies & Crisis Management, 16(4), p. 214)In addition, the following comment supports the research defining leadership moving towards the need for interpersonal skills to be an effective leader. (Jandaghi, G., et. al.) (2009) The effective role of managers and leaders in radical changes and transformations is unavoidable in the organizations. Leader ship and management are not identical. To influence over others, management is depended on formal power while leadership is resulted from a social influence process. Leaders make cultures and their fundamental role is affecting others. In other words, transformational leaders try to make changes that increase organizational efficacy and performance. These are changes that cause higher aim and expectations to the organization. (International Journal of Social Sciences, 4(3), p. 211)Now another factor was discovered in the research of the literature which one was the impact of the baby-boomer retirement phase which top executive leave a deficiency in the leadership roles. However, the research showed more optimism to this concern and myth. (Johnson, J.) (Spring 2009) Among the concerns over baby boom retirements is that of a workforce leadership drain. The age demographics of CEOs presented here, based on census data, suggest that a leadership decit in the nonprot sector may not be a s imminent as in the government sector but that it looms circumferent than in the for-prot sector. (Nonprofit Management & Leadership, 19(3), p. 300)Wisdom is an unique attribute identified in the review of literature titled Developing You. (McCullough, C.) (2007). Wisdom. As Jim Collinss research demonstrates, Level 5 leaders have this very deep inner perspective. Wisdom is not developed via a checklist. It is developed over the thoughtful journey of a lifetime. (Developing You, p. 67) This supports the research which highlights most transformational leaders have more experience to truly be effective and develop trust from the followers overtime.The research did address the difference of transactional leaders and transformational leaders and the discussion was obvious in todays challenging times the transformational leader is the right fit According to Fulwiler, there are transactional leaders and transformational leaders. Transactional leadersoperate in command-and-control mode. They focus on be and financial goals, and have a quid pro quo relationship with workers. This will get you average, Fulwiler added. On the other hand, transformational leaders operate in a collaborative mode. They lead by example, encourage employee involvement and team building, and genuinely care about worker Wellness. This is the key to productivity and high-performance work systems, Fulwiler said. This leads to above-average outcomes. (The Power of Transformational Leadership) (2013), overlord Safety, 58(1), 19-19.)Another factor addressed in the literature was the relationship of training and development to transformational leadership and the research displayed a positive outcome as stated, The results have important implications for those aiming to implement organizational-level interventions to improve employee well-being. Although cross-sectional, our study raises the accident that training leaders to exhibit certain behaviors might also change working conditions of subo rdinates. Rather than implementing large organizational changes for a large number of employees, these results suggest that training their superiors might have a analogous impact (e.g. training managers in transformational leadership behaviors might bring about involved followers who descry their jobs as meaningful and experience high levels of inuence).Training staff at managerial levels might prove to be both more cost-effective and easy to control than implementing wide-ranging organizational changes. (Nielson, et al., Journal of Advanced Nursing, 63(5), p. 473 ) Another viewpoint which supports training transformational leaders will improve performance as stated,. Specically, the nding that transformational leadership was positively associated with relational identication with the supervisor, which, in turn, was related to self-efcacy, and consequently performance, suggests training leaders to be more transformational may provide important and useful returns on investment in terms of follower development. Such training initiatives have been shown to be related to increased levels of commitment, motivation, satisfaction, and performance among followers (Barling, Weber, & Kelloway, 1996 Dvir et al., 2002). (Walumbwa, F.O. & Hartwell, C. A., Journal of Occupational & Organizational Psychology, 84(1), p. 167) Furthermore, this research which was stated in the above article confirmedthe research relating to the 1985 (Bass) theory that transformational leadership does have an impact on performance.Moreover, it is supported by the following information and research. (Zhu, W., Sosik, J. J., Riggio, R. E., & Yang, B). (2012). As indicated by several researchers (e.g., Bass & Riggio, 2006 Sosik & Jung, 2010), empowerment is a crucial process that defines transformational leadership and illustrates why it is effective in building follower organizational identification and performance. Followers identification with the organization may be extremely important for th eir work attitudes, such as organizational commitment, and for other work performance measures, associated with excellence in the contemporary global marketplace. (Journal of behavioural & Applied Management, 13(3), p. 208)ConclusionSupported by research, theory and sampling of managers, leaders, employees and stakeholders relating to organizational change, performance and leadership the stopping point is transformational leadership style or concept has the skills and attributes to motivate and inspire followers. Therefore, the organizational climate is conducive to innovation and healthy work environment to address the ever changing workplace while improving organizations capacities to compete in the challenging business environment.ReferencesBruckmller, S., & Branscombe, N. R. (2010). The glass cliff When and why women are selected as leaders in crisis contexts. British Journal of Social Psychology, 49(3), 433-451. doi 10. 1348/0 14466609X466594 Bunker, K., Wakefield, M., Jaehnig en, O., & Stefl, B. (2006). Transformation delivered. T+d, 60(3), 26-30. Retrieved from http//ezproxy.lewisu.edu/login?universal resource locator=http//search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=20607564&site=ehost-live&scope=site Devitt, K. R., & Borodzicz, E. P. (2008). Interwoven leadership The missing link in multi-agency major incident response. Journal of Contingencies & Crisis Management, 16(4), 208-216. doi 10.1111/j.1468-5973.2008.00551.x Jandaghi, G., Matin, H. Z., & Farjami, A. (2009). Comparing transformational leadership in successful and unsuccessful companies. International Journal