Free Essay On Leadership Development

The most important aspect of transformational leadership, as well as any other kind of leadership, is motivation. For the managers of organizations that include a great number of employees, it has always been a problem to find the optimal tools for motivation. Motivation is a psychological process that reinforces the individuals’ ability for a higher level of performance to achieve some personal or organizational goals (Bruce and Pepitone 31). Employee motivation means providing productivity as the productivity of work depends directly on employees’ motivation. Despite that there are similarities in collectives of different companies, in every single organization, there are various conditions and factors that make this case unique and different from others.
The term “transformational leadership” itself implies that a certain transformation is about to occur within a particular group of people. This transformation is aimed at changing people’s motivational sets, goals, and strategies (McCleskey 120). A good leader knows how to influence human behavior and way of thinking in order to improve performance, relationships within the group, and problem-solving strategies. In order to have influence on people, a leader has to gain authority. A person with great vision, passion, and confidence is an inspirational example that people would like to follow. This is the major assumption of transformational leadership. This concept implies that the best way to get things done is to put enthusiasm and energy into the project. Transformational leaders tend to care about their followers and actually want them to succeed. Therefore, working or interacting in any other way with a transformational leader could be a very useful and inspirational experience.
Transformational leaders are often very charismatic, but not as charismatic leaders who rather believe in themselves and cultivate this faith in others than in their followers. Transformational leaders in healthcare have to be compassionate and empathic as they encounter with people who often face serious problems and have to make difficult decisions. Thereby, a good leader has to know how to support such people and give them hope and confidence that would allow them to overcome their problems. Transformational leadership is aimed at not simply obtaining the efficient results but at providing comfortable and decent conditions for different stages of this process (Davis 109). Therefore, even though the result remains the ultimate goal, it is no to be achieved by any means, but the most convenient way for everyone involved. This is the major distinction of transformational leadership that makes it different in kind from other types of leadership.
Transformational leadership is more complex and occurs people communicate with one another in such a way that this communication helps both leaders and followers to become more motivated and ethical. Through the transforming process, the motives of a leader and the followers become identical. This relationship transforms both parties by raising the level of human conduct and ethical aspiration of both a leader and the led. The main feature of the concept of transformational leadership implies that the leaders have the ability to articulate the vision of the future clearly. The picture they describe and the values they emulate are so exciting and meaningful that they cause strong commitment by others as their vision often reflects the aspiration of their followers. This kind of leadership has been called elevating, mobilizing, inspiring, exalting, uplifting, preaching, exhorting, and even evangelizing because of its nature.

Bibliography

Bruce, Anne, and James S. Pepitone. Motivating Employees. New York: McGraw-Hill, 1999. Internet resource.
Davis, Paul. "Best Practice Principles in Leadership Development Interventions: An Australian Perspective." Journal of Management Policy and Practice 15.5 (2014): 107-119. Print.
McCleskey, Jim Allen. "Situational, Transformational, and Transactional Leadership and Leadership Development." Journal of Business Studies Quarterly 5.4 (2014): 117-130. Print.