Transformational Leadership Strategy

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Transformational Leadership Strategy

Transformational Leadership Strategy

Embarking upon the two and a half years as a doctoral student, Ms. AppleBee Cee has learned many new forms of leadership since revising her Management 716 transformational leadership plan. How organizations' leadership chooses to manage and guide employees is the result of individual management training and experiences, in addition to the beliefs people have about how others discover knowledge and what motivates them. Understanding the limitations of internal and external business forces will help leaders improve their ability to harness the talent of their organizations. As CEO of a small business venture, AppleBee Cee is excited about incorporating new leadership models during year three of her doctoral residency.

To improve on leadership abilities, AppleBee Cee will update her management theories to empower her personal repertoire of leadership styles. As CEO of ABC , she plans to re-engineer her transformational leadership style, philosophy of knowledge, and understanding of organizational theories and designs to form an addendum for leadership strategies for group communications, team building, and coaching skills to attain organizational objectives, and an improved leadership style.

DeBorah's Construction of Leadership Styles

Researchers (Manz, 1991) investigation of leadership styles from the 1900s to the 1950s, made comparisons between the characteristics of leader and follower. The analyses showed that no particular attribute or combination of attributes completely explained a leader's abilities. Researchers then began to examine how leader's skills and behaviors influence workforce situations. Leadership studies in the 1970s and the 1980s again focused on the individual characteristics of leaders organizations, whether or not they influence the effectiveness and success of their workforce. The studies concluded that leaders and leadership are vital but multifaceted organization components (Manz, 1991).

While researchers have used different terminology to describe leadership styles, two dimensions have consistently emerged Thomas and Inkson (2004): concern for tasks - getting things done, achieving organizational goals; and concern for relationships - getting along with people and involving them actively in decision making. Relationship-oriented leaders tend to have more satisfied subordinates, but when matters must be confronted, most organizations prioritize task-accomplished leaders.

Robert House's Path Goal Theory states that leaders can assist subordinates in accomplishing an organization's goals by providing them with a clear path to follow and removing obstacles to performance (Silverthorne, 2001). However, whether leadership behavior can do so effectively also depends on situational factors. Researcher Colin Silverthorne (2001) investigates House's theory, and according to House, there are four different types of leadership styles. The first is a) directive leadership: the leader gives subordinates specific guidance, b) supportive leadership: the leader is friendly and shows concern for the subordinates, c) participative leadership: the leader consults with subordinates and considers their suggestions, d) achievement-oriented leadership, the leader sets high goals and expects subordinates to perform at high-levels. DeBorah's leadership style, due to her high level of emotional intelligence, fringes on supportive and participative. She is intuitively friendly with an open door policy that allows employees to participate without feeling threatened.

DeBorah's leadership confidence also incorporates the Servant Leader ...
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