Behaviors of a transformational leader
[DOC File]Transactional contingent reward leadership uses ...
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Knowledge of transformational leadership theory alone is insufficient for becoming an effective leader. It is important to be able to translate transformational leadership theory into observable, daily leadership behavior. According to Sergiovanni (1990), the following are transformational behaviors leaders can demonstrate with followers:
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Based on the transformational leader’s ambition to develop the employees’ skills (Bass & Avolio, 1989), the employee could be expected to feel committed to their own career, resulting in favorable behaviors that enhance their career opportunities.
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John P Kotter (1995), a Konosuke Matsushita Professor of Leadership at Harvard Business School, talked about how to become a successful transformational leader. Often resisted by people, change is sometimes essential. Difficult as it is, Kotter said that “guiding change may be the ultimate test of a leader.”
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Transformational leaders often empower followers and encourage independence by delegating authority to individuals or teams. Transformational leaders use a rewards or incentive system to motivate followers and punish those who deviate from performance standards.
[DOCX File]Direct and indirect effects of transformational leadership ...
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Transformational leadership builds personal and social identification among its members with the mission and goals of the leader and organization. Examples of transactional leadership statements and beliefs are, "Reward us when we do what we are supposed to do"; "Directs attention toward failure to meet standards".
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A transformational leader's bottom line goal is to bring followers up to the level where they can succeed in accomplishing organizational tasks without direct leader intervention. Unfortunately, many traditional leaders entrap themselves and their followers by making themselves indispensable.
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Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22 ...
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Transformational leadership is highly correlated with trust in the leader (Dirks & Ferrin, 2002). Transformational behaviors such as inspirational motivation (e.g., optimistic visioning) and individualized consideration (e.g., coaching) may increase the self-efficacy of individual subordinates (McColl-Kennedy & Anderson, 2002) and the ...
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