Whitman encourages the employees by rewarding them for excellence and superiority work performed. Consequently, Whitman has employees who illustrate top quality efficiency, dedication and job fulfillment (Kuratko & Hodgetts, 2011)
Whitman also believes people must learn from and travel to diverse countries as people can never learn too much. This shows she is a knowledgeable leader (Longenecker, 2009)
This does not mean you can be an effective leader if you do not have all of these characteristics. Meg Whitman has developed leadership skills throughout her life (Nicholas, 2013)
One who psychologically supports her workers and treats them with proper care and regard. Whitman says, "Our Business is designed and managed on validation" (Nothhaft & Kline, 2011)
Whitman holds common meetings with all employees regularly discussing with them decision-making, business strategies, and any other new concepts from the employees. As a result, all employees are motivated to be part of the group, working hard and successfully for the vision of the company (Smilor & Sexton, 2006)
Personality traits are reported as such that are not "good predictors of good leaders." (Armstrong and Muenjohn, 2008, p
21) Armstrong and Muenjohn (2008) state that transformational leaders are those who attempt to awaken others in the organization concerning consequential issues. In order to successfully enlighten others, the leader must be an individual with vision and one who is self-confident and has a great deal of personal inner strength to stand up for what is right rather than what is popular (Bass, 1985, cited in Armstrong and Muenjohn, 2008, paraphrased) VII
2) In its purest form, transformational leadership is "the ability to guide and direct those within a given organization, focusing on one clear directed vision through the application of the components of transformational leadership." (Huse, 2003, p
Transformational leaders are stated to be those who "engage in higher-level moral reasoning, demonstrate greater integrity, are more successful at leading organizational ethical turnarounds, encourage the development of positive ethical climates, institutionalize ethical practices, and foster corporate social responsibility." (Johnson, 2011, p
1) Therefore, "ethical appropriateness in regard to leader behavior is oftentimes evaluated in terms of abstract and highly idealistic concepts regarding individual's prescriptive beliefs of how leaders ought to behave." (McDougle, 2003, p
22) Research indicates that transformational leadership is held as more effective than transactional leadership producing better outcomes at work, more satisfaction among followers and is stated to have dimensions that are more relevant across cultures. (Muenjohn and Armstrong, 2001, 2007, 2008, Boehnke et al
22) Research indicates that transformational leadership is held as more effective than transactional leadership producing better outcomes at work, more satisfaction among followers and is stated to have dimensions that are more relevant across cultures. (Muenjohn and Armstrong, 2001, 2007, 2008, Boehnke et al
The best type of power is the personal power which comes through expertise in the field and consideration for the people. The importance of leadership cannot be ignored in any industry or the organization (Schein, 2010) but the level of success achieved by many people following different leadership style is significant
In cooperation subordinates' and leaders' personality features are taken into deliberation. Personality does have a way of affecting the leaders' favored leadership responsibilities (Nordvik & Brovold 1998), leadership behavior (Furnham 2009) and occupational distribution (Jarlstrom 2002)
In cooperation subordinates' and leaders' personality features are taken into deliberation. Personality does have a way of affecting the leaders' favored leadership responsibilities (Nordvik & Brovold 1998), leadership behavior (Furnham 2009) and occupational distribution (Jarlstrom 2002)
Contingent theories (or situational leadership theories) are what signified the third method to leadership. The contingency theory makes the assumption that the things of one variable in regards to the leadership are very much contingent on other variables (Horner 2007)
If however, followers' enthusiasm stem from emulation or identification with the leader, then this is charisma, not inspiration. (Barbuto, 1997, p
3) Leaders who demonstrate these qualities "display conviction, emphasize trust, take stands on difficult issues, present their most important values, emphasize the importance of purpose, commitment, and the ethical consequences of decisions." (Bass, 1997, p
133) the behaviors of inspirational motivation are stated to have to do "with the leader's efforts to inspire and motivate his/her followers to tackle ambitious goals and raise follower's self-confidence in their ability to achieve these seemingly impossible goals." (Boyett, 2006 p
Barbuto (1997) states that charisma is "known as the magical gift or social phenomenon that leaders possess to encourage the followers to associate with or emulate the leader." (Dawdy, 2003) the work of Baruto (1997) states findings that "leaders can operate and transform a company with the dimensions of inspiration, intellectual stimulation and individual consideration