How often have you woke up this morning and did not want to go to work? But you went anyway, not because you wanted or needed, but because your commitment to the organizational goal and leadership was important. It is the influence of transformational leaders, it encourages you not only to believe in a vision but also to commit and hold the course until the goal has been achieved. The ability to encourage, encourage and train followers to go beyond the mile and find the energy to achieve or maintain a competitive edge in this global economy is not a deviation, but a necessity. Merge these features with the ability to set a clear strategy and create organizational issues, where everyone is aware of your contribution and you have a recipe for success.
How do we define transformation leaders?
Over the last two decades, a relatively new leadership has emerged, known as "transformational" leadership. The transformation leader consists not only of views, but also illustrates the responsibilities, responsibilities, and develops his followers. Scientists like Titchy and Devanna defined transformational leadership like "when a leader transforms or changes his followers into three important ways that lead followers to trust the leader and execute behaviors that help achieve organizational goals." Lewin's leadership research shows that this leadership theme is practical because a leader transforms not only the organization, but also the followers and themselves. Transformational leader offers guidance to followers, participates in the group as a follower and requests input from members. As a result, followers are more participants at work, more motivated and creative.
Shamir, House and Arthur in his Journal of Organizational Science article approves Titchy and Devane, adding that the transformational leader promotes emotions with regard to the vision and goal, creates an emotional attachment with confidence and trust in their leadership. Transformational leaders are leaders and collaborators who work together with their team and communicate information and communicate feedback in a timely fashion because the emphasis is placed on changing "needs, values, wishes and expectations of followers from self-interest to common interests", continues Shamir, House and Arthur's development in different ways as transformation leaders seek to reflect the followers of self-motivation.
Motivation: What motivates people?
Motivation is a collection of learning attitudes and views suggest successful results, a consultancy firm in Lancaster, PA. Or how an individual is driven towards the goal, what does one even go for the face of adversity, the reason for joining a leader or giving a little more to a task. Psychologists often refer to enthusiasts as entrepreneurs of behavior, because they give us a sense of satisfaction and success. They add depth and breadth to behavior by providing insight into "why we do what we do." Although most behaviors include incentives as a function of primrose such as starvation, sex, sleep or comfort. Weiner points out that behavioral behaviors tend to focus on their own entrepreneurs (fundamentals) or inessential motivators that have also been linked to fluid, attention, anxiety and reaction / strengthening.
Motivation is generally defined as getting people to do what you want them to do, either by getting a statement (co-operation) or encouragement (monetary salary). There are many positive and negative incentives, and it is key to most of the lead. Traditionally, leaders use power as a form of motivation either with constraints or effects. Transactional leaders, however, use more than awards to encourage employees. This feature is not a style that has been a factor when goals are not achieved or plans go wrong; In addition, this style is useful when leaders trust and have great faith in his followers.
Individuals and companies use incentives to set goals, leadership development and planning. Encouragement is found in Ames and Ames & # 39; Intellectual theory that deals with internal motivation, such as goals and objectives (personal or organizational).
Research suggests that the motivations are flexible and different depending on the structure and culture of the organization. Therefore, employees can adapt to an agency's motivation system. Alderfer's ERG Theory, says that the motivation for success is an individual's trait.
Types of catalysts (financial or position) are clearly defined by the Hull-driven system. Tolman says that an individual critical drive is an internal motivation to create an internal situation like wishes or needs. The prize and recognition (monetary and non-financially) encourage individuals to pursue their goals by coordinating their goals with the Agency's goals. Transformational leaders need to be aware that incentives are not only in the form of monetary issues. They also include the goals that people want to achieve, including experience, organizational structure (titles) and practices, such as training and guidance. McClelland's Theory explains that motivations reflect a personality characterized by experience, expectations and achievements. Thus, when individuals grow and change, those who use their leadership will also have to change to satisfy their needs and wants.
Adaptation: Leader and Organization
William Quisenberry wrote in Helium that "Incentive is essentially described in the textbook as" the extent to which sustained effort is directed towards the goal. "In essence, it is important for leaders to understand different forms and characteristic values of motivation policies and how to implement them correctly in their organization. It defines four methods of motivation and focus on management: paternalistic approach, scientific management approach, participant management and method of combination.  A leader finds himself to be different between styles and motivations, not just people but also organization. This is often referred to as "local leadership" reflecting Gary Neilson and Bruce Pasternack from Booz Allen Hamilton, a global consulting company. They continue to the reason why some companies succeed and others fail and that the ability to succeed is not an accident but the combination of the right leaders style for planning and culture. The composition discussed the incentives and behaviors of the work organization, which includes: drives, needs, results , eaten gift, extrinsic prize, success and effect.
Results: The transformation leader's combination and the right reasons?
As a result, leaders will face one of the most important issues and ask an important practical question, "Which leadership style works best for me and my organization?" The answer to this question lies in the sense that there are many styles and theories to choose from. An important element in leadership development is to consider developing a new leadership style that combines more than one style to deal with not only culture but also a great variety of employees.
Followers do not automatically accept new leaders. One reason is the factor of the unknown. There have been countless examples of leaders who accept a new institution or group and their mistakes because they did not take into account the current culture and needs of people within the organization. Edward Liddy failure in AIG is one such example. He thought that the leadership form he had developed at Allstate could have moved to AIG without any problems. It's not the easiest task to expect people to be creative, improve working conditions, work as a team, work more with less, and provide outstanding customer service; but not taking into account the right impact for these people and the need for him as a leader to build trust, adapting his leadership style and transforming the public and the organization towards a prosperity policy. Liddy assumed that he could take the agency's helmet and transform it without changing or making any adjustments.
Although the Transformation Leadership approach is often very good, there is no "right" method that suits all circumstances. According to Booz Allen Hamilton in selecting the most effective approach, you must keep in mind:
o Skill levels and experience of your group members
o The job
o The planning issue
Building solidarity with change is easy; The implementation of these changes, however, is almost impossible without fulfilling the vision and task from the top and the strong basis of common values for the foundation. Planning agency under the leadership leadership seemed to be intentional. It's a good balance for the organization, whose infusions are right indications from a right-handed leadership, tend to respond quickly to market development. And often long-term global opportunities without losing sight of the big picture (goals of both the organization and the nations). Just-in-Time organizations, as noted, can turn on dime because leadership encourages creative rash, innovation, and maintains competitive advantage because everyone knows its role and execute it complexly in this organization and creates the overall impact of flawless efficiency and consistency implementation.
"Proper people, right-handed, carrying the right information and encouraging the right incentives are the driving force behind an attractive organization," says Neilson and Pasternack. The challenge for leaders has always been to align all these factors so that individual self-assessment is consistent with the objectives of the organization; otherwise you will never get out of that bed and get a job.