Extensive leadership knowledge is all about leadership that creates a positive change of followers, as they take care of each other's interests and work for the benefit of the group as a whole. James MacGregor Burns held the first idea of transformational leaders to draw attention to his advanced research.
"Mostly, the leader of the project is unconscious in the broad arena. The leader's leader is to encourage people to be aware of or conscious of what they think – to find their true needs so strictly, to define their value so clearly that it is possible to move them to a targeted action. "
In this leadership form, the leader focuses on the ethical and performance of his followers. So, according to MacGregor, the transformation leader is all about value and meaning and purpose that encompasses short-term goals and emphasizes higher needs.
Sometimes organizational changes and major step changes, people feel unsafe, anxious and low in energy – so in these circumstances, and especially in these difficult times, interest and energy are catching and encouraging.
However, many organizational changes fail because leaders pay attention to the changes they face instead of the transformations that people need to do to meet them.
In my opinion, it is the responsibility of the director who leads the change to give the infusion of positive energy.
The transformation process also depends on gaining people's trust – which is possible by an unconscious assumption that they will also be modified or transformed in some way by following the leader.
The transformation process also depends on gaining people's trust – which is possible on an unconscious basis, that they will also be modified or transformed in some way by following the leader.
This is often seen in commanders and wars of political leaders. An example of this would be the way in which Lady Thatcher, the United Kingdom prime minister in the Falklands War in 1982, could create an increased sense of British nationality among Britain.
Sounds like this leadership theme is perfectly suited to change management, is not it? However, this approach requires absolute integrity and personal behavior that is consistent and resonant to vision and message.
I can recall the absurd situation of one UK I participated in where executives were trying to establish a cultural change in increased trust and relations between the department and still held special dining room managers and specifically allocated parking places next to the office building!
Okay, this is an important part – How does NOT apply a transformation policy to change management
– Be busy with power, status, politics and perksum
– Focus on short-term
– Set Your Hard Data
– Emphasize Your Tactical Problems
– Work Within Your Current Buildings And Systems
– Focus on Getting a Job
– Focusing Process and Short-Term Profit
] Is this not just a description of a typical good promoter with a project that is conceived?
And hello, I have nothing against this style of leadership and management. It's time and place for Attila in Hun School Director. I have done it many times myself and very effectively – and without regret.
But this leadership is not enough in change management conditions and especially in the current climate.
Four elements of the transformation style are:
(1) Charisma or Ideal Impact – The extent to which the Leader behaves in admiration leads and shows conviction and takes the stand that causes followers to identify with the leader who has clear relevance and serves as a model for the followers.
(2) Reflective Encouragement – The extent to which the leader puts forward views that encourage and motivate followers with optimism about future goals and offers relevance to current projects.
(3) Cognitive Activation – The extent to which the leader challenges challenges, stimulates and motivates creativity in followers – by providing a framework for followers to see how they relate to [to the leader, the organization, each other, and the goal] they can create creatively high all obstacles in the way of the project.
(4) Personal and Individual Attention – The extent to which a leader meets the needs of a person and follows a mentor or coach and respects and appreciates the individual and # 39; s contribution to the team. This meets and increases each member & # 39; need for self-esteem – and thus encourages followers to further their performance and growth.
Transformational leadership used in change management contexts is fully suited to a holistic and broad perspective based on the program-based change management, and as such is the key to effective methods of managing change.
And to ensure that you are using effective methods of managing changes – relevant to your organization – you need to know how to apply : a) these transformational skills, AND b) how apply for a project management system – to ensure that you avoid a catastrophic 70% failure rate of all changes in business conversion.