{"id":387,"date":"2018-11-10T17:42:00","date_gmt":"2018-11-11T01:42:00","guid":{"rendered":"https:\/\/create.twu.ca\/fourwinds\/?p=387"},"modified":"2018-11-10T17:42:00","modified_gmt":"2018-11-11T01:42:00","slug":"blog-post-two-6","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/fourwinds\/2018\/11\/10\/blog-post-two-6\/","title":{"rendered":"Blog Post Two"},"content":{"rendered":"

In the article titled Transformational Leadership\u2026.<\/em>, Wang et al. (2011) synthesize their findings from 25 years of research revealing the clear contrasts of leader\/follower relationships between the often more direct and traditional style of transactional leadership with the charismatic and affective elements of transformational leadership, and its tendency to be a \u201crobust predictor of desirable performance outcomes across situations\u201d (p. 253). In other words, the more frequently a leader or manager connects with followers via their emotions, values or standards, the better the development in follower attitude and motivation, subsequently enhancing greater personal empowerment and organizational performance.<\/p>\n

In my experience, managing is often a delicate balance between choosing whether to work through, with, or sometimes even against people, as a means to achieve important objectives for the organization. \u00a0For managers that wish to model leadership after their own values and philosophies, the main implication of this article indicates that a transformational leadership model can be trained for, and greatly enhanced within environments that \u201cinvolve teamwork and collaboration\u201d (p. 253). Additionally, by taking responsibility for promoting and enhancing a transfomational leadership style, organizations will benefit with followers with \u201chigher standards of moral responsivity\u201d (Northouse, 2016, p. 177).<\/p>\n

With most sales-driven organizations still placing a heavy emphasis upon incentive and reward-based transactional styles of managing to achieve task performance, the study reveals that there is better predictability in performance for both teams and individuals when led from a transformational style of leadership. When applied in practice, this information reinforces one\u2019s confidence that this style is accessible and can be learned. Second, it underscores the importance in creating a supportive environment as a means to incubate the same transformational characteristics in followers.<\/p>\n

When comparing a home\u2019s walls, floors and doorways with the public ethical practice of a leader, the degree to how \u201cplumb\u201d both are, depends almost entirely on the fortitude and strength of the foundation. Principles such as respect and service to others, along with a sense of justice, honesty and a commitment towards building up community are several of the key principles that forge this foundation. In his book titled Leadership, Peter G. Northouse (2016) defines these very principles below (p. 341).<\/p>\n

    \n
  1. Respect Others \u2013 treat others as ends in themselves and never a means to ends.<\/li>\n
  2. Serve Others \u2013 placing the interests of others ahead of your own to contribute to the common good, or goal.<\/li>\n
  3. Shows Justice \u2013 treat all followers equally, individually and collectively as a community.<\/li>\n
  4. Manifest Honesty \u2013 representing reality as fully and completely as possible.<\/li>\n
  5. Build Community \u2013 intentionally searching for ways to align individual and societal goals.<\/li>\n<\/ol>\n

    All 5 principles exist to \u201cset the moral tone\u201d for the group, or organization (BuildingCapacity [Poster], 2013); however, I believe that respect for others, and building community, stand out apart from the other principles in terms of a leaders\u2019 desire to communicate their authenticity. A heart that is centered on serving others with justice and honesty captures all the key components of respect as basic rights. Second, the very basis of transformational leadership involves working to \u201cmove the group toward a common good that is beneficial for both leaders and followers\u201d; therefore, in terms of the common goal, building community with intentionality evolved into a manifestation of all other principles combined.<\/p>\n

    Matt<\/p>\n

    BuildingCapacity [Poster]. (2013, March 29). What is ethical leadership?<\/em> Retrieved November 2018, from You Tube: https:\/\/www.youtube.com\/watch?v=ks2QGoIq5nA<\/p>\n

    Northouse, P. G. (2016). Leadership: theory and practice<\/em> (Seventh ed.). Los Angeles: Sage Publications.<\/p>\n

    Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36<\/em>(2), 223-270.<\/p>\n","protected":false},"excerpt":{"rendered":"

    In the article titled Transformational Leadership\u2026., Wang et al. (2011) synthesize their findings from 25 years of research revealing the clear contrasts of leader\/follower relationships between the often more direct and traditional style of transactional leadership with the charismatic and affective elements of transformational leadership, and its tendency to be a \u201crobust predictor of desirable … <\/p>\n

    Continue reading “Blog Post Two”<\/span><\/a><\/p>\n","protected":false},"author":291,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[17,68],"tags":[47,56,69],"class_list":["post-387","post","type-post","status-publish","format-standard","hentry","category-ldrs500","category-unit-7","tag-ldrs500","tag-learning-activity-2","tag-unit-7"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/posts\/387","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/users\/291"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/comments?post=387"}],"version-history":[{"count":1,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/posts\/387\/revisions"}],"predecessor-version":[{"id":388,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/posts\/387\/revisions\/388"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/media?parent=387"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/categories?post=387"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/fourwinds\/wp-json\/wp\/v2\/tags?post=387"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}