Leadership Style And Vision Of Leadership Styles

There are many components to being a leader; a strong leader has to be able to clearly communicate, to intensely inspire others to collaborate in bringing the vision to fruition. James MacGregor Burns a leadership expert introduced the transformational leadership concept he suggested that “the transforming leader as one with the ability to create visions and employ charismatic behaviors, they are purposeful and seek to understand the motivation and needs of their followers (Crowell, 2016). Not only does a transformational leader have the ability to empower and motivate others “transformational leadership emphasizes the importance of interpersonal relationships, and the goal is to generate employee’s commitment to the vision or ideal rather than to themselves” (Sullivan & Decker, 2009). According to Smith, (2011) the ultimate goal of transformational leadership is the leader and the follower to discover meaning and purpose in relation to their work, in addition to growth and maturity. There are four I's of transformational leadership " individualized influence, inspirational motivation, individualized consideration, and intellectual stimulation" (Riggio, 2014). The transformational leader causes changes in both the system and the individual. Creating positive and valuable changes in the followers with the result creating followers who will

Leadership goes beyond management, for some, leadership is instinctual and pours over into your personal life. This paper will discuss a leader I admire in my personal life, and analyze their leadership style. I will discuss how that leader has influenced my leadership style, as well as how things like environment and the economy affect my leadership approach.

Transformational leadership accomplishes many of the same results among followers or subordinates. This style of leadership was first introduced in 1978 by James McGregor Burns. Transformational leadership is about inspiring others to go above and beyond expectations. There are four components of transformational leadership. Idealized influence refers to leaders as role models for followers displaying positive behaviors, including setting ethical standards and considering the

Unquestionably, the greatest of leaders have always been guided by a vision and gathered follows to share in that vision. Transformational leadership was created by presidential biographer and leadership expert James MacGregor Burns as a way to categorize the traits and leadership style which most visionary leaders posses. According to Burns, transformational leadership is apparent when, “’leaders and followers make each other advance to a higher level of morality and motivation (Burns).’” It is a transformational leader’s nature and

In 1985, Bernard Bass expanded upon the work of Burns by attempting to determine and define how transformational leadership impacts follower outcomes. Bass postulates that transformational leaders are able to share their vision with followers and resultantly influence inspirational outcomes, and he identified four elements of transformational leadership: individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence (1985). In a departure from Burn’s belief that transactional and transformational leadership are mutually exclusive styles (1978), Bass suggests that truly effective leadership must demonstrate both transformational and transactional style (1985).

Transformational leadership. Burns (1978) is recognized as one of the earliest theorist on transformational leadership, who introduced transformational leadership over 30 years ago. Transformational leaders are perceived as leaders who uplift their employee morale, subsequently uplifting the entire organizational. Transformational leaders are known by their capacity to inspire followers to forgo self-interests in achieving superior results for the organization (Clawson, 2006). Avolio and Yammarino (2002) shared Bass’s explanation of transformational leadership as leaders who act as agents of change that stimulate, and transform followers’ attitudes, beliefs, and motivate from lower to higher level of arousal.

Transformational leadership is a simple but revolutionary theory of leadership. According to Burns, the purpose of leadership is to motivate followers to work towards transcendental goals instead of immediate self-interest (Burns, J,M. 1978). No longer are simple day to day tasks the motivation to work but being inspired and intellectual stimulation. Management becomes an active force instead of a passive one.

There is much that is written about leadership; like books on leadership styles, techniques and also biographies of leaders that have inspired people to action. While this is true, there is the everyday leadership and a slightly different outlook to leadership as well. Here are a few of them.

He defined transformational leadership “as superior leadership performance – occur when leaders broaden and elevate the interest of their employees, when they generate awareness and acceptance of the purpose and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of group” (Bass, 1990). Bass (1995) gave following characteristics to transformational leaders (Figure 1):

An author that is consistently referred to by Yukl, 2013 is James M. Burns, 1978 on transformational leadership. According to Burns, transforming leadership is a process in which "leaders & followers help each other to advance to a higher level of morale and motivation" (Burns, 1978). Burns (1978) informs the readers that the purported difference between leadership and management is in the character and behavior. Burns’s (1978) perspective on leadership has been used by others to develop leadership theories and influence on followers for positive performance (Yukl, 2013). Burns (1978) is said to have developed the idea that transformational leaders change the behavior and motivations of followers. In other words, influence on followers can be determined by the leadership method, behavior, and style. Transformational leaders strive to motivate and change followers’ mentality to redirect energy into action to complete the goals and mission of the organization (Burns, 1978). The argument is that the character and traits of the leader transforms and motivates subordinates to perform better and better (Yukl, 2013).

Are you ready for a change? Transformational leaders pave the way for implementing change. Transformational leaders are visionaries who do not look at today without envisioning a better tomorrow. Smith (2011), states that this leadership style focuses on not only the leader, but also the contribution of others. This shared involvement is considered an essential part of the vision strategy.

What is leadership? Merriam-Webster Online Dictionary defines leadership as “the power or ability to lead other people”. Although this is simply put, it is also correct. But leadership is much more than the ability to lead. The ability is one piece of the puzzle. Other pieces to consider in leadership are education, attributes, and style, just to name a few. In this assignment, I will focus on leadership style. Specifically, I will discuss my style according to the assessment developed by The University of Kent in the UK.

Leadership styles will vary in different situations for a coach. The same coach may have one style of leadership for different teams in the same sport depending on the players’ ages, nationalities, gender, and personalities (Weinberg & Gould, 2015, p. 212-213). To recognize the consequences of leadership using Chelladurai’s model, the research to determine the type of leadership a coach should demonstrate for team satisfaction, should include satisfaction, cohesion, performance, and intrinsic motivation (Weinberg & Gould, 2015, p. 213-214). There are five models of decision making in Chelladurai’s model. This paper will discuss different types of leadership, the consequences of the different situations, and Chelladurai’s models.

Transformational leadership is a leadership style that promotes change as well as improves performance in the organization as a whole as well as on the individual employee level (Phaneuf, Boudrias, Rousseau, & Brunelle, 2016). James MacGregor Burns first introduced transformational leadership in his book titled Leadership that he authored in 1978. Burns defined transformational leadership as leadership that stems from one’s core unchanging values and beliefs. Burns believed that transformational leaders not only bring together their followers, but also positively influence their follower’s values and beliefs in a way that brings about positive change (Humphreys & Einstein, 2003).

Leadership is a concept most people feel informed enough to discuss, but that few are truly educated sufficiently to comment on. Therefore, it is instructive to consider the leadership styles of people with very different approaches both to better understand the diversity underlying leadership, as well as to appreciate the effective and less effective strategies that underlie different leadership outcomes. For that reason, this essay will consider the styles of two leaders who are less visible in this highly contentious presidential election season: Jill Stein (the Green Party nominee) and Gary Johnson, the Libertarian candidate. The leadership styles of both are very different, yet they are aligned in the sense that both are outsider candidates struggling to gain momentum from a disaffected electorate. This essay begins with a theoretical discussion of leadership more generally and then turns to the two leaders as case studies, comparing and contrasting them and drawing conclusions about how they both work within the same public sphere and for putatively similar ends (i.e., gaining votes).