Needs to write Leadership Portfolio

By Raushan Ibrayeva

Southern States University

Dr. Michelle L. Clemons

May 12, 2019

TRANSFORMATIONAL LEADERSHIP

Based on the scores that I got from the self-assessment test, it is clear that I am more of a transformational leader. The valid definition of a transformational leader is a person who focuses on making changes both in the social systems and in the individuals of a given organization. Such leaders create positive and valuable change in their juniors with the primary aim of ensuring that the followers will then turn out to be leaders in the future. In essence, transformational leadership works more to develop a convenient learning environment in organizations and firms, a platform that employs can efficiently embrace. In addition to that, it seeks to ensure that employees or the followers are highly motivated in the quest of achieving the set goals and objectives. What transformational leaders do is to enable organization to positively respond to any change that may occur externally as well a develop changes that are effective to structure a sustainable workplace of learning holistically.

One of the most basic attributes of transformational leadership is the having the ability to influence. Based on my score on the self-assessment test; I see myself as a person who can influence others based on my values and ambitions. I believe that I can transform followers into leaders within a given setup. Transformational leadership is not solely focused on leading but on the evaluation and the effort of how other people can be motivated and trained to be become proficient in what they do (Gumusluoglu & Ilsev, 2009). This approach plays a fundamental role in making them even better leaders in the days to come. The individual charisma plays a fundamental role in in defining the leadership style. It is possible for leaders to use their own examples or what they exhibit to act as the motivators of certain behaviors to the juniors. Essentially, the such a leader will always practice what they say and believe to be appropriate. Transformational leaders execute actions based on their say. As a result, the followers are able to learn from this attribute and if placed in a leadership position they tend to emulate the same strategy or ideology. As the assessment test outlines in number 3 about enjoying seeing myself as a change agent where I got I relatively high score, it is undeniable to state that I fall under this category.

Transformational leaders will also seek to show their conviction in regard to their set vision and ensure that they remain loyal to the motive. This means that, based on what the vision entails or regardless of the duration it might take to accomplish it, such leaders will put themselves up applying all efforts to ensure that it happens (García et al. 2008). This conduct tends to create a sense of motivation to those who are following as their mindsets are also tuned to think in a similar perspective. This behavior of devotion reverberates with the juniors in the creation of emotional push and thus makes them to view the leader as more of role model figure.

Inspirational motivation is also another characteristic of transformational leadership. In essence, leaders who fall in this bracket are able to ignite a sense of purpose, motivation and confidence to their followers which then creates a framework of inspiration in a manner that is motivating (García et al. 2008). Transformational leadership works bests when a constant promotion of an affirmed vision is retained as well as a clear definition of the values that will lead the organization in achieving the same. Having a defined vision gives this leadership style the pillars of ascertaining the necessary actions that are executable and how they can aid in the achievement of desired objectives and goals. The clarity in the primary purpose makes the followers to stay aware of what they should do from an individual basis. They are able to simultaneously focus on what is required of them and also focus on the bigger picture of what an organization seeks to achieve. Out of this conduct from the leaders, followers develop a sense of meaning which makes them to set up challenges for themselves in the aim of achieving the defined objectives.

The motivation exhibited by transformational leadership also lays on being optimistic and focus on tangible objectives. As leaders clearly define the purpose that they want to pursue, it triggers the motivation of employees to be more than willing to work. If they understand what the goal and the objective is, employees will mostly devote themselves in what they do without considering tediousness, long hours or other factors that push back individuals from being productive (Gumusluoglu & Ilsev, 2009). In addition to that, motivational inspiration requires leader to ensure that they encourage their followers to be confident and even support them in achieving their individual objective in an organization. A transformational leader will always focus on self-development of each follower.

Transformational leadership focus on the enhancement of creativity deduced as intellectual stimulation. In essence, these types of leaders aim an ensuring that creativity is paramount in an organization also seek to ensure that responsibilities are shared and autonomy is observed. This ideology helps to develop a democratic model where roles are shared evenly and justifiably. In addition to that, this concept is applied by the leaders as they also encourage and practice shared decision making. As a result, the works exhibit what they are best at and also try to come up with applicable ideas that can be implemented to aid in achieving the goals outlined by the leader (Jandaghi, Matin & Farjami, 2009). As seen from the self-assessment test, I am a person who is okay with decisions and ideas from other people even if they differ with mine. Therefore, this asserts my stand on being a transformational leader. In connection to that transformational leaders do not mostly outline what the followers should do but encourages them to be innovative thinkers who can find ways of making sure everything is perfectly done. In short, this leader leaves the followers to be in charge of the decisions they make and the what they execute.

Transformational leadership leaves an open ground on matters involving challenges and ideas that can be used to solve them. The juniors are free to solicit ideas and think diversely without the notion that they will be critiqued or undermined in the organization or during the brainstorming session. Moreover, a transformational leader will try to find a way of making the follower see the problem from a diverse perspective if the idea given seems to be ineffective (Long et al. 2014). This approach works best to give the most effective strategy that can be used to amicably solve a specific problem as different ideas are formulated. If the processes and the framework of doing things seems to be ineffective, then a leader will look for an alternative system that will be more helpful.

Evidently, transformational leaders not only aim at enhancing teamwork but also encourage the devotion and contribution of a sole individual. In essence, every follower is full recognized based on what they do and their contribution to an organization is well appreciated. From a broader perspective a transformational leader seeks to understand the desires and the needs of a junior; those that are work-related and those that are personal (Kark, Shamir & Chen, 2003). In my case as evident in the self-assessment test, I gave a higher vote on wanting to be remembered for something I did. This concept means that I am a person who will more concerned about the work aspects as well as the private life of a junior including matters that relate to their families. It is therefore evident that from this point of view, a leader will understand that people have different needs and desires and thus seek diverse ways of ensuring that they are met. It is under this facet that the leader practices the face to face mentorship in the workplace which gives them a better chance of understanding their followers (Jandaghi, Matin & Farjami, 2009). Transformational leadership style advocates from personalized training with a primary motive of seeking mechanism of reaching the needs of a person and ensuring that they stay in line with organizational goals. In connection to that, self-actualization is also fulfilled as the subordinates’ achievements are celebrated which makes them to feel motivated as they continue to enhance their performance individually.

In a nutshell, I believe that I am more of a transformational leader based on the attributes and concepts laid out about this leadership style. In general, transformational leaders always seek to help an organization to develop changes that can be used to enhance productivity. They create a sustainable working and learning environment where the participation of every person is highly encouraged. Also, a transformational leader is one with the ability to positively influence others through attributes of values and ambitions which makes them want to be like the leader. More ever, such leaders show their devotion and focus on their define purpose while motivating and impacting confidence among the followers. Such leaders are highly optimistic and encourage creativity which helps followers to become free thinkers who can find various ways of solving challenges. In connection to that, they focus also on individual needs and desires and also recognizing the efforts and contribution of each individual.

References

Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of business research, 62(4), 461-473.

García‐Morales, V. J., Lloréns‐Montes, F. J., & Verdú‐Jover, A. J. (2008). The effects of transformational leadership on organizational performance through knowledge and innovation. British journal of management, 19(4), 299-319.

Long, C. S., Yusof, W. M. M., Kowang, T. O., & Heng, L. H. (2014). The impact of transformational leadership style on job satisfaction. World Applied Sciences Journal, 29(1), 117-124.

Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of applied psychology, 88(2), 246.

Jandaghi, G., Matin, H. Z., & Farjami, A. (2009). Comparing transformational leadership in successful and unsuccessful companies. African Journal of Business Management, 3(7), 272.