Inspiring and innovative thinking needs questioning and challenging from the subordinates. The bottom line is that transformational leadership seeks input from team members at all levels and encourages ideas from all across the team (Agin & Gibson, 2010)
A definition of leadership is: "Leadership is a process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task."(Chemers, 1997, p
A true transformational leader inwardly and outwardly wishes the common good of the group or organisation for which they are responsible. A false transformational leader might have this same public impression and be idealised by the followers but privately wish some personal gain (Ciulla, 2004)
It is an organisational quality. It is not just possessed by a few figures in authority rather everyone in an organisation can have leadership, making it a systematic process (Crawford, Kydd & Riches, 1997)
It is defined as, "Leadership that motivates followers to ignore self-interests and work for the larger good of the organisation to achieve significant accomplishments; emphasis is on articulating a vision that will convince subordinates to make major changes."(Friedman, Langbert & Giladi, 2000, para
Vision: 'Having vision means being able to articulate your own philosophy to a range of people.'(Moyles, 2006, p
"An extraordinary spiritual gift, or grace granted to individuals for the benefit of others."(Smith, 2000, p
Emotional intelligence is an important competency for leadership because it increases the follower's attention to their task. Transformational leaders secure the commitment of followers to the group's vision by showing sensitivity to their emotional needs and feelings, and regulating emotions of the self and of others (Wang & Huang, 2009)
those 18 to 35 years of age) have said that they want to be led, not managed. How do you think that leadership would be different for a person who leads only persons between 18 and 35 years of age compared with a person whose followers are mostly over the age of 40? What strategies would you recommend for a person who becomes the leader of a mixed group? There are significant differences between employees from various age groups in nursing as well as more generally within vocational environments (Swearingen, 2004)
The presence of strong leadership sets the tone for achievement in the work environment. How do you think the work environment can be helped by a strong leader, and how do you think it can be hindered by a weak or ineffective leader? Generally, one of the most important aspects of vocational leadership relates to the appropriateness of leadership style to the nature of the vocational environment, relationships, and responsibilities (Medley & LaRochelle, 1995)
[and] governments are increasingly using the nonprofit sector -- usually social welfare organizations -- to produce or deliver public goods and services, resulting in a huge wave of public-private contracting." (Brooks, 1) This relationship is in many ways fundamental to ensuring that the social benefits of a program are effectively matched with the intended beneficiaries
[and] governments are increasingly using the nonprofit sector -- usually social welfare organizations -- to produce or deliver public goods and services, resulting in a huge wave of public-private contracting." (Brooks, 1) This relationship is in many ways fundamental to ensuring that the social benefits of a program are effectively matched with the intended beneficiaries
They were admin people." (Bullen, 1) This is illustrative of the dangers which an organization risks encountering by mishandling the organizational need for a staff that is tailored to the task at hand
One reason for the high levels of management skills found in some nonprofits is their attention to MTD." (Cosier & Dalton) this will differentiate the failing nonprofit organization from that possessed in the above-noted areas of planning, organizational orientation and leadership
The government attempt to meet the needs of small business or the small farmer can be very different from attempts to help the large businessman or large farmer." (Koteen 113) Thus, even if the professional demographic, for instance, has a common feature designating their shared interest in a nonprofit program, said program must be prepared for the potentially vast need-differentials
Non-profits do foster trusted source relationships with other non-profits just as for-profits foster co-opetition relationships with other for-profits - but the right incentives must be there for both to occur." (Peizer, 1) Naturally, an organization which is not suited with the staff to make such determinations may find itself lagging in the department of appropriating seed money
Good management happens with an ongoing commitment by the board, staff, and community to learn, persevere, implement, and evaluate management practices."(Sanow, 1) This is to say that effective leadership in a nonprofit must both be courted and developed
Level 5 leadership is not synonymous with charisma -- although some Level 5 leaders are charismatic, some are not. Level 5 leaders "build enduring greatness" rather than merely show competency and drive and blend willfulness and fearlessness in their approach to leading people (Collins 2005:4)
He gave the public what he thought it wanted, not what it said it wanted, which was often two different things. Jobs said, with a blend of confidence and arrogance: "customers don't know what they want until we've shown them" (Kazenbach 2012:1)
He was also a perfectionist, and would willingly spend extra money on development if he felt a product was not in keeping with his standards. "Over the course of a year he threw out two prototypes of the iPhone before accepting the third" (McInerney 2011)