an icmr-iipm think tank publication - Cycbth.org

More documents

Recommendations

Info

ASHOK MALHOTRA Eisenach in the year 1999 also by Burn in the year 1978 held that leadership could be broadly classified into two forms, transactional and transformational leadership. Transactional leadership occurs when the leader takes the initiative in making contact with the teams for the exchange of valued outcomes. Transformational leadership on the other hand focuses purely on leading change. The transformational leader engages with others in such a way that both leader and followers raise each other to higher levels of motivation and morality. In transformational leadership, it is important for the leaders to address true needs of the followers and lead the followers towards fulfillment of those needs. Unfortunately though, as with most things that we value, transformational leadership is in short supply. We need much more of it, in every sphere, be it government, business, education, the law, or even non-profit organisations. Our slow and halting progress seems even more conspicuous when we look at the rapid growth many less-endowed countries have achieved over the past two-three decades. Let us learn transformational leadership lessons by analysing leadership styles of two leaders Gandhiji and Dalai Lama. Whenever we will refer to Gandhiji’s leadership style the word will be SIMPLICITY and that is the epitome of a genius. Before Gandhiji became the leader of 500 million people, who called him “The Mahatma” and before he became the Father of Nation by winning the fight for independence, he was a shy boy and an average personality. Even with this background, without holding any official position in the government, had no wealth, commanded no armies – he could mobilise millions and as a result of his example and personal character, the mass organized together to fight to become self reliant and Independent nation. He won the hearts of his greatest critics by practicing Interpersonal and excellent communication skills. Another example of leadership is "PRESIDENT CLINTON MAY BE AN EXAMPLE OF AN INDIVIDUAL WHO BOTCHED THE OPPORTUNITY TO BECOME A HIGHLY SUCCESSFUL TRANSFORMATIONAL LEADER" Dalai Lama. What makes the Dalai Lama so interesting and influential around the world care about a simple Buddhist monk who 50 years ago was forced to leave his country, and who for years has headed an unrecognised government-in-exile, a 'virtual' nation of 6 million Tibetans is a important question and needs to be analysed in depth and clarity. The Dalai Lama's quiet persuasion and reaching out has drawn many to the message of Buddhism. He has contemporised Buddhism and brought it into the mainstream of spiritual thought. These leaders teach as management by self management, effective communication and information flow, Principles of natural justice, ethics, concept of OOMTAMP (Object Oriented Management Through Appropriate methods, Means and Practices). This leadership style is most effective style for organisational as well as social transformations. However, transformational leadership is very difficult to implement no wonders we have rare examples to quote. Most of the corporate and social leaders as well as managers desire to implement this style wanting the results this trait can produce but most of us give up on the way, get frustrated or fail to communicate as we fail to understand that this style can be only be successfully implemented with high degree of self discipline, highest levels emotional intelligence, interpersonal and communication skills. We have few examples of flawed implementation also though if not too much flawed can still be successfully implemented successfully such as Bill Clinton who once became an ambassador of peace and integrity found himself to be in the web of an integrity issue, though he had guts to openly accept his mistake, apologised and took a corrective action. Another such example is Anna Hazare and his team which is an example of flawed implementation of transformational style. The lack of interpersonal skills has delayed their goal which is much desired by the country and every citizen feels honoured to be part of his movement. The whole moment is turning out to be an issue of prestige, rigidity and credit taking which has delayed the achievement of the goal. The results of Transformational leadership style are phenomenal and no goal is big enough for this style but, however, there is an equivalent price to be paid by the practitioner… PHOTO : MUKUNDA DE count your chickens before they hatch 33 april 2012
INTERNATIONAL COLUMN WHY IT WORKS AND HOW IT WORKS TRANSFORMATIONAL LEADERSHIP IS A RELATIONSHIP-BASED APPROACH TO LEADERSHIP, WHEREBY LEADERS FOCUS ON EMPLOYEE NEEDS RONALD RIGGIO Leadership Professor, Claremont Institute, USA Transformational Leadership: What it Is, Why it works, and How to develop It. If there were a form of leadership that could motivate workers to high levels of performance and commitment, and also develop workers’ potential, wouldn’t you want to know about it? Or, better yet, implement it? Enter transformational leadership. Transformational leadership is a relationship-based approach to leadership, whereby leaders focus on employees’ individual needs and motivate them. Transformational leadership puts the employees’ intrinsic motivation at the heart of its theory. THE ELEMENTS OF TRANSFORMATIONAL LEADERSHIP Transformational leader has four unique qualities: 1) Idealized Influence: The transformational leader is a role model for its team. This may relate to the leader’s perseverance, abilities, or other aspirational qualities. While much of this is perception based, it is tied into the leaders’ example, such as a willingness to take risks, a desire to do the right thing, or consistency. 2) Inspirational Motivation: The transformational leader inspires his or her followers. The leader provides a compelling purpose and vision for the organization, while simultaneously fostering a sense of enthusiasm and optimism. Team members feel involved in making the vision a reality. 3) Intellectual Stimulation: Empowerment is a key aspect of transformational leadership. Followers feel like they make a difference and their contributions are valued. The transformational leader encourages followers to question assumptions or reexamine paradigms. As a result, all levels of the organization foster organisational breakthroughs. 4) Individualised Consideration: Followers are developed into leaders of their own through active coaching or mentoring by the transformational leader. Through these individualized development plans, each individual’s capacity is enhanced over time. With the accumulated growth of individual capacities, the organisational capacity is taken to new levels. These individual leadership components also integrate with management, and as such transformational leadership is differentiated from transactional leadership. Transactional leadership is based on the exchange of rewards for expected performance. It involves identifying what needs to be done by offering explicit value for one’s accomplishments. Transactional leadership emphasizes more extrinsic motivation, while transformational leadership enhances the intrinsic, or inner, motivation of followers. Transformational leadership goes well beyond transactional leadership. It inspires followers to buy into the shared vision and goals, encourages them to be insightful problem solvers, and at the same time, develops follower leadership through coaching, mentoring and a balance of providing challenges and support. Nevertheless, what can one anticipate in terms of the transformational leader’s performance? WHY IT WORKS? Many studies have found that transformational leadership leads to a number of extraordinary outcomes. How does it achieve these extraordinary outcomes? Five of these changes are highlighted. First, the follower’s confidence or self-efficacy is enhanced. This greater belief in one’s own abilities leads to stronger performance. It occurs on both the individual and group level, or in other words, the sense of being able to perform well (what is called “self-efficacy” is enhanced at the individual and collective levels. Secondly, followers identify with the leader. This identification is bolstered both by trust and confidence in the leader. Thirdly, engagement reaches new heights. The alignment of goals fosters commitment. Fourth, followers become more creative. This creativity is spurred by being intrinsically motivated. This is in contrast to extrinsic motivation associated with transactional leadership. Outside the box thinking is encouraged and exemplified. Fifth, followers are developed into leaders of their own. Transformational leaders provide coaching and mentoring count your chickens before they hatch 34 april 2012
Page 1 and 2: AN ICMR-IIPM THINK TANK PUBLICATION
Page 3 and 4: CONTENTS 12 Marshall Goldsmith Auth
Page 5 and 6: FLASH POINTS INTERNATIONAL FACEBOOK
Page 7 and 8: KICK OFFS YOGESH BANSAL “WE HAVE
Page 9 and 10: INFOGRAPHICS BEYOND NUMBERS CHANGE
Page 11 and 12: INTERNATIONAL COLUMN CAN LEADERS CH
Page 13 and 14: INTERNATIONAL COLUMN THE CHARACTER
Page 15 and 16: INTERNATIONAL COLUMN CULTURE CONTRO
Page 17 and 18: TCOVER STORY he Dodo, a flightless
Page 19 and 20: COVER STORY “LEADERSHIP IS ALL AB
Page 21 and 22: COVER STORY “THINGS MAY NOT BE SU
Page 23 and 24: COVER STORY “CHANGE IS INEVITABLE
Page 25 and 26: COVER STORY “THE PROS & CONS SHOU
Page 27 and 28: COVER STORY “TITAN STANDS FOR SOM
Page 29 and 30: COVER STORY “YOU HAVE TO SEE BOTH
Page 31: EXCLUSIVE COLUMN THE 'HOW' OF TRANS
Page 35 and 36: INTERNATIONAL COLUMN TRANSFORMATION
Page 37 and 38: FAIR FORWARD “THE AMALGAMATION IS
Page 39 and 40: EXCLUSIVE INTERVIEW "TIME MANAGEMEN
Page 41: POSTSCRIPT THE FORTUNE BENEATH INTE

an icmr-iipm think tank publication - Cycbth.org

Create successful ePaper yourself

Delete template?

Save as template?