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TRANSFORMATIONAL LEADERSHIP PAPER

Transformational Leadership Assessment Paper Ivan Z. Alexander (MBA Healthcare Management Management) Western Governors University

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Abstract The Clifton Assessment showed top strengths when it came to leadership and the top five traits that a leader possesses in the community or when it came to the workforce. The top five results that were found are Deliberative, Relator, Arranger, Belief, and Responsibility. A person who is deliberative is someone who takes serious care that they are making good decisions and choices. When it comes to a relator the individual is in close relationship with other people and finding deep satisfaction in working hard to achieve a goal in the near future. Third is Arranger; someone who can organize but has flexibility in knowing the resources and looking for maximum productivity. Next is belief and having this can make an individual have core values that are unchanged and has a certain purpose in life. Last strength is responsibility, taking ownership in what they are wanting to do and having the values/honesty in life as well. These five strengths will be part of the paper that will be focused on when writing my paper for being someone who has a mindset of transformational leadership an how the five results that was found after the results were found.

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Transformational Leadership What exactly is transformational leadership? This type of leadership is when leaders inspire and stimulate their followers to reach beyond their outcomes and goals, and develop their own leadership (Bass& Riggio, 2006). Transformational leaders help their employees to grow and become their own leaders by their needs (Bass & Riggio, 2006). They do this by empowering them and by regulating the employees goals and objectives with the objectives of the organization as a whole (Bass & Riggio, 2006). Transformational leadership has evidence that shows employees who work with these leaders can exceed their expected outcomes and it can lead to high levels of employee satisfaction and job satisfaction ( Bass & Riggio, 2006). Transformational leaders motivate their followers by not micromanaging but rather train their employees to become more authoritative in their workforce (White, 2018). What this will do is inspire or motivate leaders to go higher by having the right training or workshops for them to do well in life. Transformational leaders can have a lasting effect on their employees. When looking over the results of the Clifton results Deliberative, Relator, Arranger, Belief, and Responsibility all do play a result in when it comes to transformational leadership. But the top three that fits into this type of leadership would be Deliberative, Belief, and Responsibility. Deliberative is someone who takes serious care in making good decisions and choices (Clifton Assessment). According to the Literature Review on Leadership theories by Hautala it states that a transformational leader sees he differences of each subordinate and using that information they will motivate their subordinates (2005). In tis same article, it also states that transformational leaders challenge their employees to pursue the goals of the organization rather than their own goals and encourages them to achieve and grow in their goals (Hautala,

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2005). There is always a place and time to focus on yourself but more importantly it’s how you open up to other people that you want to share your knowledge with. Another strength with transformational leadership is belief. Belief is when a leader has certain values that cannot be changed (Clifton Assessment). These values can motivate an individual and give them a purpose in life (Clifton Assessment). Having a concept and sticking with that can show people that you are a good leader and they can use that same belief to spread to all employees (Bass and Avolio, 1994). The role of a transformational leader is to motivate their employees to move past their self interests and to pursue organizational value (Bass and Avolio, 1994). The last one is responsibility. Responsibility is taking ownership in what they say their ar going to do and how your putting yourself in charge for making that happen (Clifton Assessment). Transformational leaders know that people do their best when they feel a sense of personal power and ownership (Waddock, 2004). Responsibility is a strength by giving others opportunity to act by giving the authority to take something and make it on their own (Waddock, 2004). One form of responsibility is Corporate Social Responsibility (Waddock, 2004). Through this social responsibility companies use their business on impacting the community and society. What corporate social responsibility does is maintain at a certain rate and having social impact or ethics (Waddock, 2004). While there are positive ideas when it comes to transformational leadership their are also negative ideas as well. The other two weakness from the Clifton Assessment showed that needed to improved on was arranger, realtor, and adding on to that risk. Transformational leaderships have great leaders who motivate and have a goal who help people follow that goal to change in what they believe in, but if the leader is taking risks then are not putting their mind into that

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thought or idea then chances are slim to none. According to the article Are transformational and transactional types of leadership compatible it states, Transformational leadership refers to behavioural efforts to inspire individual work by activating employees’ higher order needs, thereby seeking to transform employees to transcend their own self-interest in the pursuit of organizational goals (Bass 1999). (WRITE WEAKNESSES) Risk can also play a factor into this form of leadership (Avolio et al., 2004). Without knowing where the leader is guiding you or what the plan is, he or she it might not be achieving goals for the betterment of the group. If one group of people have bad intentions the followers might be deceived and will follow the same path as the deceiver. Previous studies showed that transformational leadership is positively associated to organizational commitment because such leaders promote acceptance of the value associated with the organizational goals, mission, and vision (Avolio et al, 2004).

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References 1. White, S. K. (2018, February 21). What is transformational leadership? A model for sparking innovation. Retrieved June 14, 2020, from https://www.cio.com/article/3257184/what-is-transformational-leadership-a-model-formotivating-innovation.html 2. Hautala, T. (2005), “Personality and Transformational Leadership: Perspectives of Subordinates and Leaders”, University of Wasaensis, Finland. Retrieved, 12/22009, form the official university web site: http://www.uwasa.fi. 3. Avolio, B., & Bass, B. (1991). “The full range leadership development programs: basic and advanced manuals”. Binghamton, NY: Bass, Avolio & Associates. 4. Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership: Vol. 2nd ed. Psychology Press.

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