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Creating high-performance workforce has become increasingly important and to do so business leaders must be able to inspire organizational members to go beyond their task requirements. Transformational leadership may be found at all levels of the organization: teams, departments, divisions, and organization as a whole.
Inspirational Motivation: The foundation of transformational leadership is the promotion of consistent vision, mission, and a set of values to the members.
Intellectual Stimulation: Such leaders encourage their followers to be innovative and creative. Idealized Influence: They believe in the philosophy that a leader can influence followers only when he practices what he preaches. Individualized Consideration: Leaders act as mentors to their followers and reward them for creativity and innovation.
The theory is very difficult to e trained or taught because it is a combination of many leadership theories. Followers might be manipulated by leaders and there are chances that they lose more than they gain. The current environment characterized by uncertainty, global turbulence, and organizational instability calls for transformational leadership to prevail at all levels of the organization. As a premium member, you get access to view complete course content online and download powerpoint presentations for more than 120 courses in management and skills area. MSG team comprises experienced faculty and professionals who develop the content for the portal. Management Study Guide is a complete tutorial for management students, where students can learn the basics as well as advanced concepts related to management and its related subjects.
Situational Theory IntroductionThe Situational Theory "focuses on the characteristics of followers as the important element of the situation, and consequently of determining effective leader behavior" (Daft, Richard, 2008, Pg.
It is important to note that "most social scientists interested in leadership have now abandoned the debate between person or situation in favor of a search for a set of concepts that are capable of dealing both with differences in situations and with differences in leaders" (Vroom & Jago, 2007, Pg. Situational TheoryHersey and Blanchard created the situational theory as an extension of The Leadership Grid. Situational Based as an Extension of The Leadership GridThe most effective style according to The Leadership Grid is team management because organization members labor collectively to carry out responsibilities. Adapting to each SituationIn adapting each situation, the leader must analyze whether employees are capable and dedicated adequately to execute a specific assignment. Four Leadership Style Categories"Leadership styles can be classified further into four distinct categories of directive and supportive behaviors" (Northouse, Peter, 2007, Pg.
Follower Readiness or Development Level of FollowersThe second part of the situational leadership model is concerned with the development level of subordinates or otherwise called, follower readiness. Leader - Member Exchange TheoryThe Leader-Member Exchange (LMX) theory is an "individualized leadership model that explores how leader-member relationships develop over time and how the quality of exchange relationships impacts outcomes" (Daft, Richard, 2008, Pg. The results of a high-quality relationship will have positive outcomes for the organization including increased effort and initiative of in-group participants.
How does the Situational Approach Work?"The situational approach is constructed around the idea that employees move forward and backward along the development continuum -- a continuum that represents the relative competence and commitment of subordinates" (Northouse, Peter, 2007, Pg.

2LeadershipWhat is the Contingency Leadership Theory?The contingency theory aligns the leader's style with the most constructive circumstances for his or her success.
3LeadershipWhat is the Authentic Leadership Theory?Authentic Leadership is the newest theory in the study of leadership. Eiddwen 2 years ago from Wales Different to my usual reading material but so very interesting.
Melinda Longoria 2 years ago from Garland, Texas Author Hey Eiddwen, thank you so much for taking the time as always to stop by. The type of situational leadership style you use will be based on your followers maturity level. Relationship behavior refers to the amount of two-way communication the leader uses with his followers.
As a result, new concepts of leadership have emerged - transformational leadership being one of them. They encourage new ideas from their followers and never criticize them publicly for the mistakes committed by them. The followers of such leaders demonstrate high levels of job satisfaction and organizational commitment, and engage in organizational citizenship behaviors. When chief concern is provided to the workers rather than the outputs, this style is called country club management.
Supporting BehaviorLeadership style defined is the behavior pattern of a person who endeavors to persuade others.
Three stages are identified that members go through in their working relationship, which include: strangers, acquaintances, and mature relationship. Transformational leaders guide followers by providing them with a sense of meaning and challenge.
They are empowered to make decisions and are always provided with the needed support to implement their decisions. With such a devoted workforce, it will definitely be useful to consider making efforts towards developing ways of transforming organization through leadership.
This theory has been applied broadly in training and improvement for leadership in businesses all over the nation.
Studies on this theory explored the following: "communication frequency, value agreement, characteristics of followers, job satisfaction, performance, job climate, and commitment" (Daft, Richardson, 2008, Pg. In the stranger stage, "the definition of each group members' role defines what the member and leader expect to do" (Daft, Richard, 2008, Pg.
Diagnosis is essential, by evaluating where employees are on the development continuum, in order to adapt leadership styles.
They work enthusiastically and optimistically to foster the spirit of teamwork and commitment. They have no hesitation in discarding an old practice set by them if it is found ineffective. They typically place their followers needs over their own, sacrifice their personal gains for them, ad demonstrate high standards of ethical conduct.

In the Leadership Grid, leaders are rated on a scale based on two decisive factors, including: "the concern for people and concern for production". The first step is to diagnose the nature of the situation, based on the development levels for employees, described above. The use of power by such leaders is aimed at influencing them to strive for the common goals of the organization. The Situational Leadership Theory stresses that different situations demand different kinds of leadership. Having a moderate amount of emphasis for both people and production is called middle-of-the-road management. On the other hand, when employees are at a low development level, they do not have the skills to complete the task but have the desire to learn. Leaders are typically able to identify with those of "similar backgrounds, interests, and values who demonstrate a high level of competence and interest in the job" (Daft, Richard, 2008, Pg.
Adaptation is the key to success in this viewpoint, requiring an individual to adjust to the stipulations of dissimilar circumstances. Included in The Leadership Grid are different styles of leadership, comprising of team management, country club management, authority-compliance management, middle-of-the-road management, and impoverished management.
Finally, impoverished management "means absence of a leadership philosophy, leaders exert little effort toward interpersonal relationships or work accomplishment" (Daft, Richard, 2008, Pg. A leader in this role will provide specific instructions and then supervise employee's performance vigilantly. The development level of the situational leadership model is used in order to label employees into four categories, moderate to high competence with a lack of commitment, and finally high competence and high commitment. The SLII model, developed by Blanchard and Blancard, is an illustration of the situational approach to leadership. Depending on the level of development for each employee will determine which leadership style the leader will implement. Two-way communication is utilized by interactions that demonstrate social and emotional dealings with others. For example, the directing style works best with employees who demonstrate very low levels of development, the supporting and coaching styles are effective with employees of moderate-to-high development, and the delegating style is effective for employees with very high development. The Leader-Member Exchange theory "proposes that this higher-quality relationship will lead to higher performance and greater job satisfaction for in-group members, and research in general supports this idea" (Daft, Richard, 2008, Pg.
The third style is a supportive approach that includes a high-supportive-low directive style.
One-way communication is utilized by interaction that clarifies the what, how, and who for each job.

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