Transformative Leadership

As I take a moment to reflect on my time here, I have learned that I have traits of a Transformational Leader but that I also have room for improvement. I have highlighted areas in where I felt I needed the most improvement to become the Transformational Leader that I aspire to be. For the next three to five years, I plan to implement these changes to improve the way that I utilize the Elements of Adaptability, The Who, Stakes and Situation, Impact on Work Center Climate, and Ethical Behavior concepts. Understanding and effectively implementing these changes will make me a better leader for my subordinates, peers, and supervisors.

I believe every student can succeed to be college and career ready and become a responsible citizen. This belief and the opportunity of crafting and leading a shared vision to educate the students for the 21st century are the key factors that motivate me to serve as a school leader. Furthermore, the belief that we must set the bar high for each and every one of our students, and the belief that all students can achieve great things, and that educators must make the effort to equip every students for great success have been the driving force for me as an educational leader. With the unveiling of Hawaii’s blueprint for Every Student Succeeds Act, I am even more energized to be part of the education reform that empowers schools, educators, students, and the community to prepare the students for 21st century. As a school leader, I

This paper summarizes the article written by Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Johnathan Post, and Gaynor Cheokas regarding the need for a new type of leadership in today’s social work environment, defined as Transformative leadership. The article itself varies in the definition, however in a broad sense Transformative leadership is maintaining good moral standing and sound business ethics among employees and individuals inside and outside the workplace. However, in order to reach this theoretical level of business related moral and ethical leadership known as

Devine and Winter (2012, p. 25) state, “there is nothing magical about leadership, and there is nothing magical about teaching it or learning it.” They go on to define leadership as the ability to influence those who work for you to want to accomplish and strive to reach organizational goals and objectives. Those who influence others must understand the theories of motivation so that these theories can be applied, communicated and taught in order to motivate followers (Devine and Winter, 2012). Different from supervision, leadership implores the desires of those around you to want to succeed in meeting a goal through you the leader’s motivational abilities.

There are many components to being a leader; a strong leader has to be able to clearly communicate, to intensely inspire others to collaborate in bringing the vision to fruition. James MacGregor Burns a leadership expert introduced the transformational leadership concept he suggested that “the transforming leader as one with the ability to create visions and employ charismatic behaviors, they are purposeful and seek to understand the motivation and needs of their followers (Crowell, 2016). Not only does a transformational leader have the ability to empower and motivate others “transformational leadership emphasizes the importance of interpersonal relationships, and the goal is to generate employee’s commitment to the vision or ideal rather than to themselves” (Sullivan & Decker, 2009). According to Smith, (2011) the ultimate goal of transformational leadership is the leader and the follower to discover meaning and purpose in relation to their work, in addition to growth and maturity. There are four I's of transformational leadership " individualized influence, inspirational motivation, individualized consideration, and intellectual stimulation" (Riggio, 2014). The transformational leader causes changes in both the system and the individual. Creating positive and valuable changes in the followers with the result creating followers who will

Through these leadership skills a manager can create an environment that encourages staff to behave in a mature way, express creativity and enable participation in decision making processes. This will increase job satisfaction, staff retention and productivity.

Post by Day 3 your explanation of the strengths and weaknesses of the dyadic relationship in LMX Theory. Explain the impact these strengths and weaknesses might have on leadership. Compare LMX Theory to Transformational Leadership. Explain the relationship between the characteristics of LMX Theory and Transformational Leadership. Provide an example from your experience or one from the Learning Resources that supports your response.

I feel that are important traits needed in a leader especially with those whose leading style tends to be more democratic and focused on the relational aspect in leadership.

Transformational leaders encourage group work, as they connect each follower’s identity and self to the project and collective identity of the corporation. They are role models for other staff and this inspires them and makes them

--------states that transformational leadership ensures that each staff member is treated as an important leader in the workplace (2010). With this in mind, lines of communication are kept open to ensure that staff members are able to express their ideas and valued as contributing member of the workplace. Providing this type of atmosphere motivates staff to actively participate in the program and carry out the program’s vision. In essence, a program can not be successful on it’s own, but it takes a group of motivating people that share common goals and interest for the

Transformational leadership. Burns (1978) is recognized as one of the earliest theorist on transformational leadership, who introduced transformational leadership over 30 years ago. Transformational leaders are perceived as leaders who uplift their employee morale, subsequently uplifting the entire organizational. Transformational leaders are known by their capacity to inspire followers to forgo self-interests in achieving superior results for the organization (Clawson, 2006). Avolio and Yammarino (2002) shared Bass’s explanation of transformational leadership as leaders who act as agents of change that stimulate, and transform followers’ attitudes, beliefs, and motivate from lower to higher level of arousal.

I have been requested to lead a Task Force to include myself and hospital staff, community leaders, and law enforcement. With the recent death of two intoxicated inmates and jail overcrowding, law enforcement are now giving arrestees an option of being transported to our local emergency room or to be taken to jail. Prior to the two inmates’ death, our hospital’s emergency room has not been involved with the issue of overcrowding jail cells. With this new implementation, our hospital and staff members have expressed concerns that we would like addressed. To resolve this conflict, I propose that we identify and analyze the underlying factors that have caused the change, for each of us to offer ideas to modify and change the current situation,

The greatest lesson life has taught me is ‘the only thing that stays the same, is change.’ Too often individuals respond to change based on fear, becoming exceedingly inflexible and futile, letting an incidence define them instead of seizing the moment. However, change creates opportunity, when versed with empowerment its outcome inaugurates balance, as well as fortifies established resources and positive relationships, encouraging interdisciplinary approaches when working towards a common vision. Justly, this must unquestionably be based on sound ethical principles, integrity, and respect, to correspond as

Category six, "Think Win-Win", scored "very good" at 15 points. Credit is given where credit is due. If an employee has a great idea and it is brought up in a meeting, I will make sure to mention that employee by name so they get the credit for that idea. I care strongly about the success of others when it is deserved and earned. I cooperate with others and find a solution for conflicts that benefits everyone involved.

Transformational leadership taps into the motives of followers in order to reach their goals, while transactional focuses on the exchanges that occur between leaders and followers (Northouse, 2013). The branches of the military in general would be considered transactional leadership organizations. This type of leadership encourages followers to perform tasks at a high level in order to achieve advancement or increase in pay or rank. Conversely, transformational leadership would be focused on creating a connection between the leader and the followers, in order to perform tasks in such a way as to increase the feeling of morality in both the leader and the follower (Northouse, 2013). Panorama did not exhibit any behavior that tried to motivate Bailey to feel a connection to him. Instead, Panorama tried to intimidate, coerce, and punish Bailey to execute the tasks he was required to perform.