It also involves the need for creative thought and taking risks to solve a problem in a fashion that may not be considered as conventional." (Jung, 2001; as cited in Dawdy, 2003 p
302) Individual consideration is inclusive of: (1) communication; (2) listening; (3) reading between the lines and then acting upon what is heard. (Maxwell, 1999; as cited in Dowdy, 2003, p
Individual consideration makes the provision of personal attention and treats all employees as an individual offering advice and coaching. (Schermerhorn, et al
He was known for his ability to direct his people and make them do things which they have never done before. He is seen as egotist, but this is not too uncommon for successful leaders (Davies, 2011)
Transformational Leadership Traits With the changing business environment, the role of transformational leadership is increasingly important for organizations to be successful. Transformational leadership particularly is considered to be the most effective among the numerous leadership theories (Judge & Bono, 2000)
Whitman's vision for eBay has been founded on an intuitive understanding that the success of eBay lies in its users rather than in any sort of managerial structure that is typical. Whitman's leading-by-example type of leadership is made possible by her strong communicative skills (Terry, 2011)
Transformational leaders in the 21st century nurture and foster creativity and a high level of autonomy, mastery and purpose on the part of their teams (Cheung, Wong, 2011). The growing reliance on virtual teams and the need for creating and sustaining trust within them, transformational leaders are called upon to do more than just accomplish tasks, they are expected to lead entire teams beyond their current levels of performance to higher levels of achievement (Andressen, Konradt, Neck, 2012)
Now, leaders are expected to maintain teams at high performance levels while also ensuring they stay agile enough to respond to market fluctuations and changes in direction of their firms. To attain this level of agility, the best transformational leaders infuse a very high level of autonomy, mastery and purpose into their organizations, creating a culture of self-driven motivation and long-term learning (Cheok, Eleanor, OHiggins, 2012)
The fourth attribute, inspirational motivation, is also supported by the self-sacrifice of leaders in addition to their belief in creating opportunities for growth for each subordinate (Moynihan, Pandey, Wright, 2012). The ability of a leader to be inspirational has changed between generations, with the employees and subordinates of today respecting intelligence and industry expertise over traditional forms of leadership power including seniority (Cho, Park, Michel, 2011)
Transformational leaders have the ability to lead more effectively than others based on their Emotional Intelligence (EI) and ability to accurately analyze and assess complex situations and device strategies for making the most of them in terms of accomplishment. Combining EI-based insights and a very high level of authenticity, transformational leaders earn and keep respect and trust, two critical catalysts for leading teams forward to accomplish their objectives (Moynihan, Pandey, Wright, 2012)
Transformational leaders may also be considered by many to be above the transactional leaders in terms of their value to an organization. This is not the case, as a balance of leadership styles are critical for any organization to move forward to its objectives, with transactional leadership styles being best used on short-term projects (Searle, Hanrahan, 2011)
The EI level of a given leader contributes to keeping these areas in balance with each other (Moynihan, Pandey, Wright, 2012). The first of these four attributes is the ability to get subordinates to believe in themselves and see their efforts as contributing to not just the path of improvement for the business, but for themselves (Seo, Taylor, Hill, et
This is not the case, as a balance of leadership styles are critical for any organization to move forward to its objectives, with transactional leadership styles being best used on short-term projects (Searle, Hanrahan, 2011). Given how varied and complex tasks are for many virtual teams today, the need for having a solid foundation of leadership that can flex to meet the needs of tasks and conditions is critical to its success (Zhu, Avolio, Riggio, Sosik, 2011)
This helps everyone to have a better understanding of how flexibility must be utilized. (Quatro, 2005) (Northouse, 2013) Part 2 What are the characteristics of the Authentic Leadership model, as posited by George and codified in Figure 11
It is at this point, when these ideas can be used to make a positive contribution. (Quatro, 2005) (Northhouse, 2013) (Senge, 2006) How do both Transformational Leadership and Transactional Leadership connect with Fiedler's claims regarding Relationship vs
It is at this point, when these ideas can be used to make a positive contribution. (Quatro, 2005) (Northhouse, 2013) (Senge, 2006) How do both Transformational Leadership and Transactional Leadership connect with Fiedler's claims regarding Relationship vs
The signaled to the entire company his authenticity and he fully intended to keep his word at the event that celebrated Steve Job's life. The essential aspects of a transformational leader's skill set include transparency, honesty and the ability to sense what leadership skill set is the best for a given situation (Avolio, Gardner, 334)
The essential aspects of a transformational leader's skill set include transparency, honesty and the ability to sense what leadership skill set is the best for a given situation (Avolio, Gardner, 334). This last aspect of any leaders' skill set is predicated on their level of Emotional Intelligence (EI) and ability to quickly act based on these perceptions (Fitzgerald, Schutte, 497)
Finally Tim Cook has also shown a very adept series of skills in applying idealized influence, inspirational motivation, individualized consideration and intellectual stimulation, all critical factors in transformational leadership (Fitzgerald, Schutte, 498). Conclusion Combining these factors of transformational leadership and the ethics of using them to further the best interests of Apple while also staying the course to deeply engrained values in the company shows exceptional judgment as well (Price, 70, 71)
The essential attributes and characteristics of effective authentic leaders can be found in their ability to lead, not necessarily just manage or direct activities. A truly authentic leader will have the ability to bridge cultural, psychological and physical distances (in the case of virtual teams) while still keeping his team entirely engaged and committed (Purvanova, Bono, 343)