UNIVERSITY OF PERPETUAL HELP SYSTEM DALTA
Graduate School
Lucena City-Celebre Group
Name:
Subject:
Professor
Schedule :
MAANN SHARLA B. GAURANO
LEADERSHIP IN EDUCATION
MAE04 409
DR. GILBERT G. MAGTIBAY
Sat-Sun 8:00 am -5:00 pm
Transformational Leadership in schools : Development and Change,
Possibilities for People and their Environment and Forming the future: The
Focus on Vision
Introduction
Transformational leadership is when leader behaviors influence followers and
inspire them to perform beyond their perceived capabilities. Transformational
leadership inspires people to achieve unexpected or remarkable results. It gives
workers autonomy over specific jobs, as well as the authority to make decisions once
they have been trained. This induces a positive change in the followers attitudes and
the organization as a whole. Transformational leaders typically perform four distinct
behaviors, also known as the four I's. These behaviors are inspirational motivation,
idealized influence, intellectual stimulation, individualized consideration.
Inspirational motivation is when the leader inspires their followers to achieve.
This leader sets high and reasonable goals for their followers and their organization.
They inspire commitment and they create a shared vision for their organization.
Leaders that utilize inspirational motivation motivate followers extrinsically and
intrinsically, and they are able to articulate their expectations clearly.
Discussion
Transformational leadership is a leadership theory which was first introduced by
Dowton in 1973 (Northouse, 2016). According to Northouse (2016), transformational
leadership "is the process whereby a person engages with others and creates a
connection that raises the level of motivation and morality in both the leader and the
follower" . Expanding upon Dowton’s theory, James Burns added to the
transformational leadership theory by proposing that leaders are successful because
they are good at recruiting good employees and recognizing skills and talents in each
employee and using that to help the organization reach its goals (Northouse, 2016).
Burns argued that transformational leaders are attentive to their teams’ needs and
their motivations and that helping employees reach their full potential is beneficial to
not only the employee and the leader, but the organization (Northouse, 2016)
It’s important for a leader to recognize that each employee is different and that
they bring a different skill set. When leaders recognize that they can transform their
team using emotions, ethics, goals, and values, they can, in fact, begin to create a
strong team (Denhardt, Denhardt & Aristigueta, 2016). The transformational
leadership theory focuses on treating employees as human beings rather than just
numbers. The theory requires that the leader be charismatic and able to see success
in the future and how to obtain it.
According to Burns, to be a transformational leader, the individual must be
charismatic (Northouse, 2016). Here, trait theory and transformational leadership
theory intersect. Charismatic leaders exhibit many of the traits that are positively
related to leadership which are mentioned in the trait theory. Weber (1947) defines
charisma as, “…a special personality characteristic that gives a person superhuman
or exceptional powers and is reserved for a few, is of divine origin and results in the
person being treated as a leader,” (Northouse, 2016, p. 164). Weber argued that being
charismatic as a leader is just as important as being validated as charismatic by
employees.
A transformational leader is someone who can take viewers, can often bring
significant changes to their opinions regardless of the background of the audience and
on their specific issues. This is one of transformational leadership characteristics.
A leader needs cooperation because one day, they will no longer be with the
organization. To innovate creativity, they need to rely on creativity to take action, and
to work hard without any guidance from autonomy. Showing creativity is one of
transformational leadership characteristics.
With the skill of leadership of leadership that inspires creativity and autonomy,
they have these qualities. They understand the crew of leadership team development:
There is no power to think for themselves and to do everything through the book. They
know that a business or an educational institution, they are taught to be leaders of
tomorrow. Through this collective knowledge, they can show the importance of others
to dominate autonomous rules, so that they can use their creativity to break those rules
like artists.
Transformational leadership begins with a vision and a willingness to empower
followers and provide the moral and material support needed to ensure that followers
are able to execute tasks to bring about that vision. Such leadership nurtures a group
identity that subordinates individual self-interest to the greater whole. It builds trust,
creates a model for others to emulate, vigorously pursues the development of an
organization’s human capital and instills a value system. Leaders that believe in and
stand behind their moral values tend to influence others. By creating this vision,
shaping a common identity, instilling a culture and a value system and responding to
the needs of the workforce, a transformational leader can thus generate dramatic
change and accomplish goals in which the organization was previously incapable of
doing.
Increased profitability is one of the outcomes of development. It also fosters
innovation giving rise to increased profitability. It is not just about increased efficiency.
Doing those activities effectively is equally important as well. Change can either be
internal or external. It supports the active engagement of employees and other
stakeholders. This aspect makes it possible for the stakeholders to be wary of forthcoming
changes and understand the importance of those changes. Thus, the stakeholders become
prepared for what to do when the changes take place.
Learning Insights
The evolution of transformational leadership in the digital age is tied to the
development of organizational leadership in an academic setting. As organizations
move
from
position-based
responsibilities
to
task-based
responsibilities,
transformational leadership is redefined to continue to develop individual commitment
to organizational goals by aligning these goals with the interests of their leadership
community. The academic community is a front-runner in this sense of redefining
transformational leadership to suit these changes in job definition.
References:
Bass, B.M. (1999). Two decades of research and development in transformational
leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
Bass, B.M. (1995). The ethics of transformational leadership. In J. Ciulla (Ed.), Ethics: The heart
of leadership (pp. 169-192). Westport, CT: Praeger.
Denhardt, R., Denhardt, J., & Aristigueta, M. (2016). Managing human behavior in public and
nonprofit organizations (4th ed). Thousand Oaks, CA: SAGE Publications.
House, R.J., (1976). A 1976 theory of charismatic leadership. In Northouse, P. G.
(2016). Leadership theory and practice (7th ed.). SAGE Publications, Inc.
Northouse, P. G. (2016). Leadership theory and practice (7th ed.). SAGE Publications, Inc.
Pirouz, A. (2015). What it takes to be a great leader. Huffington Post. Retrieved
from https://www.huffingtonpost.com/alex-pirouz/what-it-takes-to-be-a-gre_b_7523662.html
Sayyadi, M. (n.d.) Analyzing leadership and knowledge management in large companies.
Retrieved from https://richtopia.com/effective-leadership/how-transformational-leadership-worksimportant
https://www.careercliff.com/transformational-leadership-characteristics/