Transformational Leadership

Every life – and every organization – is mythic territory. I believe that breakthrough thinking cannot be taught; it can only be learned through experience. In order to create that learning experience we delve into myth, and archetypal psychology, the branch of psychology whose field of attention is image, images that spark the imagination and ignite the soul to find out what really works. Every corporate story begins with an idea that becomes an expanded and shared vision. Before that vision is well shared, much less completely implemented, the organization must pass through a developmental process that is similar to all human development. Along the road to success, many organizations lose awareness of foundational stories that contain fundamental operating principles, flounder in direction, lose market share, and disempower their brain trust. A mission statement that remains on a wall has no substance. It informs the reader of what is claimed. For a mission statement to be meaningful, it must come from a working belief, a mythos. In these pages I will use an archetype of transformation: the Hero's Journey, initially described by mythologist Joseph Campbell (1968), as a working map, a tool for transformation in the corporate environment. Myths are not just told; they are felt as they resonate throughout the body as well as the heart and mind. This is for the social architects, the collaborative chemists, and the inspira-tional dreamers who believe that they can indeed, change the world.

According to recent literature that relates to organizational leadership, transformational leadership consists of three important elements: idealized influence, individual consideration, and intellectual stimulation. Extant studies in this area highlighted that the ability of the leaders in implementing these transformational processes (to execute organizational functions) may have a significant impact on individual outcome especially organizational commitment. Although this relationship has been studied, the mediating role of psychological empowerment has taken a less prominent part in organizational leadership model. The purpose of this paper is to examine the influence of psychological empowerment in the relationship between transformational leadership and organizational commitment. A survey method was employed to gather data from employees who worked at a foreign manufacturing company in free trade zone, Malaysia. Results of SmartPLS path model analysis confirm that psychological empowerment does act as an important mediating variable in the relationship between transformational leadership and organizational commitment in the studied organizations. In the succeeding sections, discussion, implications and conclusion are elaborated. Dampak Pemberdayaan Psikologis dan Kepemimpinan Transformasional terhadap Komitmen Organisasi Abstrak Berdasarkan kajian yang sudah ada yang berkaitan dengan kepemimpinan dalam berorganisasi, kepemimpinan transformasional terdiri dari tiga unsur yang penting: pengaruh ideal, pertimbangan individual dan stimulasi intelektual. Penelitian yang sudah ada fokus dalam kemampuan para pemimpin untuk benar-benar menerapkan proses transformasional dalam melaksanakan fungsi-fungsi organisasi yang mungkin memiliki dampak yang signifikan pada aspek psikologis individu terutama dalam komitmen berorganisasi. Meskipun hubungan ini telah dipelajari, peran mediasi pemberdayaan psikologis kurang ditekankan dalam model kepemimpinan berorganisasi. Tujuan dari makalah ini adalah untuk menguji pengaruh pemberdayaan psikologis dalam hubungan antara kepemimpinan transformational dan komitmen berorganisasi. Metode survei digunakan untuk mengumpulkan data dari karyawan yang bekerja di sebuah perusahaan manufaktur asing di zona perdagangan bebas, Malaysia. Hasil analisis model jalur SmartPLS mengkonfirmasi bahwa pemberdayaan psikologis bertindak sebagai variabel mediasi penting dalam hubungan antara kepemimpinan transformasional dan komitmen organisasi dalam organisasi yang dikaji. Selanjutnya, diskusi, implikasi dan kesimpulan akan turut dijelaskan.

Although few might think of Moses as a ‘leader’ in the contemporary business and political sense, Moses is not only among the most significant leaders in Western civilization but is also arguably the quintessential example of a powerful leader from whom much can be learned by anyone entering and occupying leadership positions. Various types of leadership approaches are considered that have been advocated by scholars over the past century. Moses’ example as described in the Bible is analyzed to assert why Moses’ approach makes for an appropriate and compelling form of leadership today.

While present leadership and management vocabulary might differ from the Hebrew Bible, many of the notions advocated by modern leadership theorists appear to parallel major behaviors, traits, functions, experiences and actions ascribed to Moses, especially in the first five books of the Hebrew Bible. Anyone can view Moses through the lens of a particular religion, whether shared or not, and still learn considerably from the experience. One will find Moses depicted as heroic, charismatic, and certainly empathic. Yet, Moses also shows transactional, transformational and visionary leadership qualities. Hence, ‘Religion and Contemporary Management’ discerns why Moses represents such an important model of effective leadership for contemporary times.

ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Bernard M. Bass is Distinguished Profes-sor of Management and director of the Center for Leadership Studies at the State University of New York at Binghamton. He has held faculty positions at the Univer-sity of Rochester, the University of Pitts-burgh, the University of California at ...

As the region continues to grow with local organizations expanding beyond borders and multinationals
beginning to enter and expand their businesses, the battle for talent is intensifying. Some industries are
already facing high attrition rates, while others are struggling to increase the proportion of discretionary
effort from their workforce. Innovation and global mega‐trends like demographic shifts, rapid
technological advancement, power of social media and environmental changes all point towards the
need for ‘agility’ in business models to accommodate the dynamism in the business ecosystem. This
agility can only be achieved if we have highly motivated and committed ‘agile’ workforce which is willing
to do more than just survival at work place – the discretionary effort.

Are managers at the Ministry of Labour and Social Development in the Kingdom of Bahrain practicing the Transformational Leadership style? Do managers with longer years of experience practice the four dimensions of transformational leadership more frequently than those with lesser years of experience? These are some of the questions that this study have sought answers to. Specifically, the research tried to determine the frequency at which transformational leadership dimensions such as idealized influence; inspirational motivation; intellectual stimulation; and individualized considerations are being practiced by managers in the said ministry, based on the perceptions of 96 rank and file employees, and 38 managers. It also determined if the frequency of practicing transformational leadership style is significantly related with the years of managerial experience. The study further investigated if managers' perceptions would significantly differ with that of the rank & file employees. The findings revealed that years' of managerial experience is not significantly related to the frequency of practice of transformational leadership dimensions. It was also found that idealized influence was the most frequently practiced transformational leadership dimension, while inspirational motivation was the least frequently practiced one in the Ministry of Labour and Social Development in the Kingdom of Bahrain.

"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations.

This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them.

Features

•
Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills
•
Updated examples, case studies, and references throughout the book
•
Key points and discussion questions following each chapter
•
Updated instructor’s manual available online as a PDF or Word document"

In this review essay 1 , I try to explore the following question: How can we evaluate the process and the outcomes of perspectives transformation? Where is the research on the assessment of transformative learning outcomes today and where it is going in the future? I will describe the most popular tools (see Stuckey, Taylor, Cranton, 2013) for the evaluation of the outcomes of learning activities that may be conceptualized as transformative experiences. The four instruments compared are: 1. Kember's Critical Reflection Questionnaire, a 16-question, four-scale questionnaire (Kember et al., 2000, p. 392); 2. Learning Activity Survey (Learning Activities Survey, King, 2009) questionnaire, based on the theory of the ten steps precursors to transformative learning (King, 2009); 3. Transformative Learning Survey (Stuckey, Taylor, Cranton, 2014); 4. VALUE rubric (Valid Assessment of Learning in Undergraduate Education) (AACU, 2013), whose variation Student Transformative Learning Record (Barthell et al., 2010) was created for the assessment of students' own authentic work. Those instruments represent the effort of (a) going beyond the qualitative retrospective approach and (b) finding indicators for the critical reflection engaged by people (students or professionals) in their learning experiences. The purpose is to appeal to faculty members, adult educators, professional coaches, mentoring experts, healthcare professionals in Counselling and Psychotherapy, offering them a review of both qualitative and quantative approaches that they could adopt in their professional practices.

The main purpose of the study was to investigate the relationship of transformational leadership style and job satisfaction of secondary school teachers of district Haripur. The major objective of this study was to examine the styles of leadership adopted by the heads of secondary schools which effect the job satisfaction of secondary school teachers. The design of the study was quantitative correlational research. Population includes the secondary school teachers both from public and private sector. Through Stratified random sampling technique, four hundred (400) teachers were selected as sample. The data was collected with the help of two questionnaires one developed by researcher for leadership style while other was adopted for job satisfaction. Data was analyzed by using correlation coefficient, mean and standard deviation. The results showed that Transformational Leadership was mostly practiced by the principals of secondary school teachers and the study further revealed that Transformational leadership style have the positive and significant relation with the job satisfaction of secondary school teachers of district Haripur. The study revealed that the teachers were mostly satisfied with the job satisfaction facets of Fringe benefits, Operating procedures and nature of work. While in Coworker and Communication dissatisfied, rest of the facets remained ambivalent. Research study recommended efforts on the part of principals and provision of teacher’s friendly policies from competent authorities in order to have satisfied and productive teachers

Military is an arm of government authorized to use lethal force and weapons, to support the interests of the state and some or all of its citizens. Navy, Air force and Army are the branches of military which altogether form a huge group of people with diversified professionals and spending a good portion of the countrys GDP. Military leaders, therefore, are very important assets of the military. In order for military commanders to be good leaders, they are supposed to follow a strict path of training and practical experiments for quite long time while in services. The need for the military leaders to be more transformational has been publicly discoursed in recent years, the aim is to allow more transparency in balancing the public spending without affecting the military efficiency and readiness. Are charismatic and transformation traits contradicting? Why military always produces good leaders and which leadership style is best fit into military situation were the main exploration in this paper. The results showed that, charismatic and transformational are not contradicting but rather overlapping and in fact, charismatic is one of the important traits of the transformational leadership style. Progressive, sophisticated and expensive trainings together with indispensable powers given to the military commanders are the main factors which make them good leaders compared to other leaders at the same level. Finally, the paper concluded that, the choice of the leadership style in the military is the discretion of the leaders taking into account nature of tasks, people, resources available and time needed to accomplish the task.
Keywords: Military,Transformational Leadership Theory,Charismatic Leadership Style,Transactional Leadership Style,Inspiration Motivation,Intellectual Simulation,Individual Consideration&Idealised Influence

Nowadays, listening to the employee voice is of significant importance for organizations. On the one hand, the employees' ideas and opinions can solve many organizational issues and problems, and on the other hand, reflect their interests and desires to the organization's management. Employees who withhold what they know and refuse to share their ideas, opinions, and information for any reason will often experience stress, dissatisfaction, job frustration, and isolation in their organization. This will result in a decrease in trust between people, reduced commitment to the organization, and a decline in employee performance. Accordingly, organizational voice encompasses various individual, organizational, and social factors, and the identification of the factors leading to activate the employee voice to voluntary express views to influence organizational actions results in innovation, creativity, and development, as well as solving organizational problems. There is a dearth of research regarding the effects of new leadership styles (ethical, transformational, and authentic) on the emergence of voice behavior and employee voice. Therefore, this systematic review aimed to focus on this issue. Considering the previous studies, all articles in five databases, including Magiran, Noormags, Civilica, the Comprehensive Portal of Human Sciences, and Scientific Information Database of Jihad Daneshgahi, were searched using such keywords as "ethical leadership", "transformational leadership", "authentic leadership", "employee voice", "organizational voice", and "voice behavior". Finally, by eliminating duplicate and low-quality articles, 13 studies were completely included in the research process. After introducing and reviewing the thematic literature of the variables in the present study, the data of the aforementioned articles were reviewed. After evaluating the results of previous studies, recommendations were proposed to improve the employee voice in organizations using the mentioned leadership styles.

The purpose of this document is to provide a clear picture of what has recently been ladled as toxic leadership. Extensive documentation found in the enterprise, military and scholars sectors as well as direct observation are the basis for a full definition of the term and will also serve as the evidence to the devastating consequences this practice have in any given organization. Toxic leadership, while at times seems to be effective, in fact is destructive in nature and disrupts the establishment of a common-centered organizational culture (Gilbert, Carr-Ruffino, Ivancevich & Konopaske, 2012).

Pour un cinquième de l’Église mondiale, le leadership s’exerce dans un contexte de persécution. Si la persécution et le leadership suscitent l’un et l’autre un intérêt croissant tant parmi les érudits que chez un public plus profane, il a été jusqu’ici mené peu de recherches au carrefour de ces deux domaines d’études, qui portent sur l’expérience du leadership face à la persécution. Cet article en appelle à une étude consciente et approfondie du leadership chrétien dans ce dernier contexte, qui prenne en compte les défis du témoignage à Jésus-Christ en pareilles circonstances, des perspectives bibliques, de la pertinence des théories du leadership et des profits à en retirer pour l’Église mondiale, notamment pour les communautés persécutées, pour les missionnaires et pour ceux jouissant d’un degré plus important de liberté religieuse. La théorie du leadership de Robert E. Quinn est un exemple de modèle de recherche prometteur, testé dans le cadre de l’étude du leadership de l’église Meserete Kristos, en Éthiopie, entre 1974 et 1991.

Leadership is everywhere: it has a dominant and privileged place in our society; it is constantly in our news, politics, businesses, films, books and magazines. Leadership is part of our social narrative, predominantly as a mythological force of goodness and success.
A key aim of this book is to deconstruct leadership, to challenge over-simplified accounts of leadership that may be desirable and offer us the comfort of ‘messiahs’ who can save us, but that actually distort leadership in unhelpful ways. Another aim is to reconstruct leadership, to offer new accounts of leadership for new times.
The  book identifies four dominant leadership discourses that have developed through socio-political and economic forces. The first 3 are Controller Leadership , Therapist Leadership, Messiah Leadership  reveal how leadership has developed in relation to changing contexts the past century. The final emergent discourse outlined is Eco-Leadership, and this chapter points to the need for new leadership for new times.

The European Foundation for Quality Management (EFQM) Excellence Model® self-assessment tool has been used extensively in the UK private sector and increasingly in the state sector to raise standards. Furthermore, the European Quality Assurance Reference Framework identifies its use as best practice. However, only 2% of FE Colleges in the UK currently use the Model®.

Mixed methods were used to investigate quantitative evidence from a national on-line Leadership and Management survey sent to all UK FE Colleges and qualitative evidence from semi-structured with 42 senior managers, quality managers, consultants and staff. Six case studies of EFQM Award-winning Colleges were also investigated. The findings indicate a positive correlation between a) the use of the EFQM Model® and the achievement of Grade 1s in inspection and b) between the achievement of Grades 1s in inspection and Category A financial status. Across the four UK regions, the most effective use of the Model® is currently occurring in Scotland’s FE sector.

The study highlights the need for leaders to take a long-term approach to achieving excellence through using the EFQM Model® and embedding its underlying principles of Total Quality Management. The main outcome of the study is Cartmell’s “Three-Layered Egg” Model which identifies strategic, tactical and operational priorities, enabling leaders to achieve world-class standards through a process called “Questing”.

The EFQM Model® could be applied to FE Colleges, but there are cultural and environmental factors which are hindering its applicability including decreases in funding; rapid changes in the 14-19 and post-19 landscape; increased numbers of mergers, acquisitions and restructures; tightening inspection frameworks leading causing pressure to increase success rates; increased competition for students; lack of effective leadership; low staff morale; mobility of senior managers; pressure on leaders to produce short-term improvement; the significant resource implications involved of using the Model® and lack of direction and support from government.

Outdoor experiential training is often used for the enhancement of generalised workplace skills including those considered relevant for effective leadership. Traditionally, facilitation processes and strategies employed in outdoor experiential training have often relied on ...

Whereas traditional transformational leadership studies tend to test the concept as an independent variable, this paper tests it as a mediator of the effects of management/peer trust, perceived organisational support and procedural justice. The study was undertaken within a large New South Wales (NSW) public sector organisation. In 2000, the organisation’s annual staff survey indicated that levels of trust in management were very low and, as a result, the authors were asked to investigate the possible causes of this outcome. Focus group results and survey questionnaires indicated that trust in management and trust in peers had a significant influence on transformational leadership and that transformational leadership was a significant predictor of turnover intention, OCB conscientiousness and affective commitment. Quantitative results did not support the proposed mediating effects of transformational leadership.

Whether they admit it or not, our organizations are in trouble and face an uncertain future. T he world in which t hey operate is changing rapidly and fundament ally yet the majority of our current organizational leaders continue to be command-control driven and to operate in much the same way as they have done since taking the helm. Paradoxically, this organizational vulnerability is also occurring at a time when generational diversity has the potential t o exertt he greatest influence over the course of an organization’s development and generate the leadership so needed to help it weather the storms ahead. T here are no charts or checklists and precious few “best practices” for the pioneers of today. But a map for this type of transformational journey is available and it is a map t hat crosses all cultural and demographic barriers. It is this map that we use as a methodology for
first personal and then organizational change, thereby combining the wisdom of the ages with the fresh lens of current events.

A field study of 209 leader–follower dyads from 12 different organizations was conducted to test the moderating effects of job enrichment and goal difficulty on the relationship between transformational leadership and three follower outcomes: performance, affective organizational ...

This monograph considers how a classical challenge that commanders face in war—namely, making critical decisions on the basis of limited and often unreliable information—has been exacerbated in the era of big data. Data overload complicates the intelligence community’s efforts to identify and exclude disinformation, misinformation, and deception, and thus hampers its ability to deliver reliable intelligence to inform decision-makers in a timely manner. The military commander remains responsible for making a final decision, yet the great wealth of data now available through the intelligence cycle amplifies the risk of decision paralysis. With this in mind, technological solutions tend to be considered the most appropriate response for managing data overload and disinformation. While these remain relevant, they alone may be insufficient to equip the military commander with the necessary insight to guide decisions through the uncertainty of the big data environment. Rather, the militar...

This research is intended to prove and analyze the effect of transformational leadership, religiosity, job satisfaction, and organizational culture variables on the employees ’ Organizational Citizenship Behavior (OCB) and performance in the Regional Offices ofthe National Institute of Public Administration (NIPA) in Indonesia. The population of this research is 198 employees from the four NIPA’s regional offices. The number of respondent as the sample for the survey is 153 employees. An inferential and descriptive statistical tool using SmartPLS software is used to analyze data.The result of the research showed that transformational leadership and job satisfaction variables have no positive and significant influence on OCB. Religiosity variable, however, displayed positive and significant impact, while organizational culture variable showed significant impact on OCB respectively. Transformational leadership and job satisfaction variables showed no significant influence on the emplo...

d a Mission pour la place des femmes au CNRS, Centre National de la Recherche Scientifique (France), b Trinity College Dublin (Ireland), c Šiauliai University (Lithuania), d GESIS-Leibniz Institute for the Social Sciences (Germany) ABSTRACT This paper draws upon baseline evidence compiled for the FP7 Project "INstitutional Transformation for Effecting Gender Equality in Research" (INTEGER) in three very different research and higher education institutions. Despite institutional commitments towards gender equality, there is an under-representation of women at full professorship (Grade A) and equivalent positions. Furthermore, women and men are unequally represented on key committees and other decision-making bodies. INTEGER's task is to address these and other imbalances through the adoption of Transformational Gender Action Plans (T-GAPs). These T-GAPs involve: increasing the visibility and leadership potential of women academics/researchers; monitoring and gender proo...

PurposeThis paper offers a reanalysis or “re‐view” of a celebrated tale of corporate transformation – the turnaround of Sears, Roebuck and Company – which was discussed in the Harvard Business Review. Noting that “contextual” and “processual” attempts to revise the tale of Sears and its transformation would tend to exchange one monological rendering for another, albeit more critical account, the paper “re‐views” the case in an attempt to make space for perspectives and narratives normally edited out of narratives of change management.Design/methodology/approachBuilding upon a critical review of the literature concerned with organizational storytelling the paper “re‐views” the Harvard rendering of the Sears case as an epic tale. The paper then supplements this epic rendering of the Sears case with another two accounts of the case, which recast and review the tale first as a tragedy and then as a comedy.FindingsThe paper reveals the polysemic nature of organization and change and sugg...

This Paper Series is brought to you for free and open access by the Hong Kong Institute of Business Studies at Digital Commons @ Lingnan University.It has been accepted for inclusion in Hong Kong Institute of Business Studies Working Paper Series by an authorized administrator of DigitalCommons @ Lingnan University.

Abstract
Purpose – As a fundamental notion of transmitting civic responsibility with leadership, preparing service learning into the transformative experiential education aims to link classroom and community as an initiative in transforming civic responsibility among students. This paper aims to examine the insights of service learning to transmit the civic responsibility-based leadership.
Design/methodology/approach – This paper builds on recent reviews on ethical engagement for service learning to underlie in performing civic responsibility. This literature review stage critically investigates service learning for contributing leadership-based civic responsibility. In-depth analysis from referred books, journals and conferences using keywords such as service learning and leadership-based civic responsibility was conducted. Meta-synthesis was conducted from findings by searching for information organized using substantive keywords.
Findings – There are three core stages to understand and provide insight into the importance of civic responsibility-based leadership: strengthening commitment to work with a strategic plan in community
engagement, nurturing creative thinking and professional skills with experiential leadership and enhancing leadership awareness with rational problem-solving. This study is supposed to contribute to the theoretical construction of civic responsibility with insights from service learning.
Originality/value – Civic responsibility-based leadership is mainly seen as a comprehensive method of putting individual and societal basis in experiential learning. It aims to give insights to enhance the personal
and social awareness to get involved in the community engagement by which to be the citizen with responsible essences.

Leadership is one of the most important concepts in business administration. In this study, Transformational Leadership and Authentic Leadership theories are discussed together. Pseudo Transformational Leadership and Authentic Transformational Leadership styles are derived from these two theories. The main issue of this research is to find the tools in order to differentiate the Pseudo and Authentic Transformational Leadership styles. The sample used in the analysis (N=396) was taken from managers and staff of these managers in public organizations and schools which are in transformation period. The results of the study indicate that Machiavellianism degrees, Self-Disclosure and Feed Back levels of these managers can be used in order to forecast their Pseudo and Authentic Transformational Leadership behaviours. Although these two leadership behaviours are both included under Transformational Leadership, it can be said that Pseudo Transformational Leaders have lower Individualized Consideration and Idealized Influence than the Authentic Transformational Leaders do. Relationships between Machiavellianism, Self Disclosure and Feed Back (dimensions of Johari Window Model), Transformational Leadership, Authentic Leadership, Transactional Leadership and components of these leadership theories are also discussed in this study. This is the first study exploring the Pseudo and Authentic Transformational Leadership and researching the forecasting methods to differentiate the leadership styles. Thus, it is essential for the Turkish literature in organizational behaviour.

Key Words: Transformational Leadership, Authentic Leadership, Machiavellianism, Self Disclosure, Feed Back