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Transformational Leadership Discussion

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Transformational Leadership Discussion

Transformational Leadership Discussion

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Discussion topic- Discussion: Transformational Leadership

Transformational leaders inspire followers, peers, and colleagues to achieve unexpected or remarkable results. The leader gives others autonomy over specific jobs, as well as the authority to make decisions once they have been trained. Transformational Leadership Discussion

Some of the basic characteristics of transformational leadership are inspirational, in that a leader can inspire followers to find better ways of achieving a goal; mobilizing, because leadership can mobilize people into groups that can get work done, and morale-boosting, in that transformational leaders raise the well-being and motivation level of a group through excellent rapport.

Transformational leaders have internalized 21st century leadership skills, including honesty, integrity, and the ability to trust and empower. They utilize collaborative and connected communication skills. They embody positive energy, confidence, commitment, and persistence. They display a willingness to learn, an entrepreneurial spirit, and an affinity for creativity and innovation. Transformational Leadership Discussion

Transformational leaders lead by example. Their style tends to use rapport, inspiration, or empathy to engage followers. They are known to possess courage, confidence, and the willingness to make sacrifices for the greater good.

To prepare for this Discussion:

• Review this week’s Learning Resources, especially:

o Your results from Practice 1 and Practice 2 from the LPI Self: Leadership Practices Inventory assignment completed in Week 1.

o Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. Hoboken, NJ: Wiley & Sons.

? PRACTICE 1: MODEL THE WAY

? Chapter 3, “Clarify Values” (pp. 47–70)

? Chapter 4, “Set the Example” (pp. 71–92)

? PRACTICE 2: INSPIRE A SHARED VISION

? Chapter 5, “Envision the Future” (pp. 95–116)

? Chapter 6, “Enlist Others” (pp. 117–142)

Instructions on replies-

Respond to at least two of your colleagues’ postings that contain a perspective other than yours.

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Maria Helwig 

RE: Discussion – Week 2

COLLAPSE

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Transformational Leader

Taking the Leadership Challenge is an eye-opening experience that not only allows me to continue to self-reflect on myself as a leader, but to also understand how others perceive me as a leader. As we read through Practice One and Two, there were several key items that resonated with me within the content. Model the Way and Inspire a Shared Vision are important characteristics a leader must possess in order to be exemplary.  Model the way means to do what you say you will do (Kouzes & Posner, 2017, p. 75).  As a leader, you must also determine first who you are as a leader, and what values are important to you. You cannot mimic someone else’s values, as they will not come across as genuine to your team. This was a hard lesson for me as I evolved in leadership roles. When I first became a supervisor, I constantly was watching my manager and emulating his actions; if his actions helped him get a manager role, than I should do the same to move to the next level (So I thought).  But something didn’t feel right. I ended up becoming very unhappy with myself as I was not acting and leading in a manner that was true to myself and my values. I ended up leaving the organization and have found myself so much happier and content in my management role now, because I am staying true to me; then I can share my values with my team. “Once people are clear about a leader’s values, about their own values, about shared values, they know what the team’s expectations are and feel that they can count on others” (Kouzes & Posner, 2017, p. 63).

Inspiring a Shared Vision is the next step once you have gained the trust of your team by modeling the way. You need to listen to your team and what is important to them and establish a common purpose. As a leader, you must also motivate the team toward the shared vision and create excitement for the possibilities of what they may be working on. Leaders are the top cheerleaders in inspiring a shared vision. It’s also important for leaders to explain the “why”. The organization I work for recently migrated to a new registration platform. It was a huge learning curve and completely different from what the staff were accustomed to. I spent months preparing the team for the migration, completing demos for them, explaining why we are migrating, and then asking them for their feedback on what we could suggest to IT to make the transition easier, and the new software more user-friendly. I took their feedback to IT, and we had many of their ideas incorporated to the release. I will say, it was a smooth, and seamless cutover for my group with minimal patient impact because they knew why the change was happening, and were properly prepared for the change.

Results from P1 and P2 from LPI Self:

  • Model the Way: Self 24  Observers 29.3
    • It appears I am harder on myself than what my rater’s observe.  My observers perceive me to do an outstanding job on following through on promises and ensuring that everyone is behaving consistently to the standards we have agreed upon. They also feel I discuss my values that guide me.  It’s interesting because I rated myself a 3 in most of these areas, where my observers rated me as a 5.0.  It is also humbling to know that the work I put in by leaving my prior organization, because I was tired of being a puppet not true to my own beliefs and values, has paid-off and that I am being true to myself.
  • Inspire a Shared Vision: Self 24  Observers 27.7
    • Again, I am slightly harder on myself than my raters. My raters scored me a 3.7 on how well I describe to others what we should be capable of accomplishing, and I would agree with that. I think because I am still lacking on what we are capable of accomplishing, I find it difficult to inspire my team on our purpose. There also seems to be improvements to be made on talking with others about the vision and how things could be better in the future. I agree with the scorings and know there is an area of opportunity to improve.

Transformational leadership is defined as, “a leadership approach that causes change in individuals and social systems” (Transformational Leadership, n.d.). That’s a simple definition, but what does it mean? Transformational leaders find value in its followers and hope to develop them into leaders. They also improve motivation, morals and performance of their followers using different techniques (Transformational Leadership, n.d.). Characteristics of a transformational leader include: good listener, adaptable, inspiring, accountable, have high integrity, and innovative. These characteristics have influenced my decisions and actions years ago (and continue to) on finding my inner leader. I want to be the kind of leader that inspires a team of people toward a common goal, and see them succeed and continue to grow in the company. I push myself every day to become a better listener (it’s so hard!).  Being a transformational leader means listening more, and talking less; I work hard to accomplish that. A strength of mine is being adaptable and accountable as changes come from all corners.  If I implement a change that did not work, I own the mistake, and we reroute our thought process to find a better alternative. The most important thing is, I never make a change without the support and feedback of the team; every day we are in this together.

References

Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Hoboken, NJ: Wiley & Sons.

Transformational Leadership. (n.d.). Creative Commons Attribution. https://www.langston.edu/sites/default/files/basic-content-files/TransformationalLeadership.pdf

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