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Transformational Leadership
Transformational Leadership
Contents
TOC o “1-3” h z u HYPERLINK l “_Toc377306818” Introduction PAGEREF _Toc377306818 h 1
HYPERLINK l “_Toc377306819” The meaning of Transformational Leadership PAGEREF _Toc377306819 h 2
HYPERLINK l “_Toc377306820” Components of transformational leadership PAGEREF _Toc377306820 h 3
HYPERLINK l “_Toc377306821” The benefits of transformational leadership to an organization PAGEREF _Toc377306821 h 6
HYPERLINK l “_Toc377306822” Conclusion PAGEREF _Toc377306822 h 8
HYPERLINK l “_Toc377306823” References PAGEREF _Toc377306823 h 9
Introduction
The performance and the strategic decisions made by individuals in an organization are partially determined by the features of those who participate in administration. Numerous studies have shown that the leadership style adopted in an organization affects group work processes, the social climate and the desired end result within the organization, (Hall et al (not dated p. 1). From this perspective, the style of leadership adopted in an organization affects the climate and the climate affects productivity and creativity and in some cases, leadership affects productivity directly. This explains the fact that leadership style is critical to all organizations given that it affects their performance and effectiveness. According to Covey (2007, p. 3), for an organization to achieve the desired performance and overall effectiveness, it has to adopt transformational type of leadership. Transformational leadership is a leadership process in which leaders broaden and elevate the interests of their subordinates, they stimulate the subordinates to look beyond their own self interest for the good of an organization and generate awareness and acceptance of the mission and purpose of an organization, (Covey, 2007, p. 3). In this view, this essay seeks to explain the concept of transformational leadership and its role in enhancing an organization’s effectiveness. Specifically, it looks in details into the meaning of transformational leadership as a concept. As well, the paper discuses the four components of transformational leadership that an organization’s leadership needs to adopt in order to attain effectiveness in the aforementioned process. Finally, it looks at some of the benefits that transformational leadership can bring to an organization if effectively implemented. To enhance better understanding of this, the paper gives focus on the transformational leadership adopted by Toyota Motor Company, which has enabled this company to attain operational excellence in automotive industry and even to attain iconic status in many nations in the world.
The meaning of Transformational LeadershipTransformational leadership simply refers to a leadership process that transforms and changes individuals. Hall et al (not dated, p. 1) define transformational leadership as the ability by a leader to get his/her followers to want change, to improve and to be led. This requires a critical involves assessing people’s motives, satisfying their needs and valuing them. The concept of transformational leadership was initially introduced by a leadership expert, James MacGregor Burns in his book, leadership (1978). He conceptualized leadership as either transformational or transactional. According to Burns (as cited in Bass & Riggio, 2006, p. 3), transactional leadership involves leading through social exchange. For example, as Burns noted, politicians lead by “exchanging one thing for another: jobs for votes or subsidies for campaign contributions,” (Bass & Riggio, 2006, p. 4). In the same way, transactional organizational leaders give financial rewards for good performance or they deny rewards for lack of productivity. On the other hand, Burns perceived transformational leadership as a process in which leaders and their subordinates make each other to advance to a higher level of morality and motivation, (Cherry, 2011). Thus, through the strength of their personality and vision, transformational leaders are able to inspire individuals to change their perceptions, motivations and expectations and encourage them to work towards common goals. Later, researcher Bernard M. Bass came up with the concept of ‘Transformational Leadership Theory’ which expanded upon burn’s original ideas.Bass suggested that, transformational leadership can be defined based on the implications it has on the followers, (Cherry, 2011). Thus, according to him, transformational leaders are those who are able to earn respect, trust and admiration from their followers. In general, we can argue that transformational leadership is a process in which a leadership influences the followers to achieve a common objective.
Toyota Motor Company Ltd is a good example of an organization that has attained consistency in transformational leadership and philosophy of excellent performance. This corporation which has its roots in Japan is a well known car maker in the world and in fact, it has been an icon in automotive industry during the last few decades owing to its operational excellence, (Hill, 2009). Currently, as Hill notes, Toyota is realizing the highest annual profits, its sales are continuously growing and its shares in the World stock market are increasing constantly. Noteworthy, this corporation is a number one car seller in many countries in the world. According to Hill (2009), much of Toyota’s success can be attributed to its efficient operational and management system named Toyota Production System (TPS), which was developed by the founders of Toyota Company in 1920’s. One remarkable thing about the this Company’s leadership style is that it is consistently a transformation type of leadership and the company holds a philosophy to always do thing with excellence.
Components of transformational leadershipBass (as cited in Covey, 2007, p. 5) suggested that there are four factors of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. Idealized influence or charisma refers the ability of a leader to behave in admirable ways that cause followers to identify with him or her, (Covey, 2007, p. 5). Such leaders are able to convince their followers, take their stand and appeal to their followers on an emotional level. According to Covey, (2007) a charismatic leader makes a clear set of values and demonstrates them in every action and thus, acts as a role model to the followers. That way, a solid moral and ethical foundation is built and this creates a genuine trust between a charismatic leader and the followers. Inspirational motivation on the other hand involves articulation of vision that is appealing and inspiring to the followers. A leader with inspirational motivation challenges his/her followers with communication, optimism about future objectives, with high set standards and thus, gives meaning to the task at hand. Thus, effective transformational leadership involves motivating followers to gain strong sense of purpose, which motivate them to act. Again, this aspect of leadership needs to be supported by effective communication skills, which enable a leader to be powerful and precise in a persuasive way, (Covey, 2007, p. 6).
According to Covey, (2007, p. 6), intellectual stimulation is the ability of a leader to take risks, challenge assumptions and to solicit the follower’s ideas. In other words, effective transformational leadership implies the ability to encourage and stimulate creativity in the minds of the followers. Leaders with this trait provide a framework for the followers to connect to them, to each other, to the organization and to the objectives of an organization. This allows them to overcome any obstacles in the way of their mission. Finally, Individualized consideration or individualized attention involves the ability of a leader to listen to the concerns of the followers, to attend to the needs of each of one them and act as a mentor or a coach to them, (Hall et al, not dated, p. 2). Further, this requires respecting and cerebrating the contributions of each follower to the team. This aspect of transformational leadership helps to propel the followers to further growth and achievement.
According to Hill (2009), the consistency in transformational leadership in Toyota Motor Corporation emerges from its ability to Attract, Develop, Engage, and Inspire people. As Hill notes, Toyota Company has a long history of respecting all people including employees, customers and supply partners. The top management of this corporation makes every effort to enhance understanding among each other and with subordinates and takes responsibility to build trust within the organization. According to Hill (2009), this is embedded in the organization’s culture and as a result it acts as a key ingredient in its success as the global leader in operational excellence. Further, Hill (2009) establishes that this corporation employs a very important tactic through encouraging problem solving at all levels. Further, it makes management accountable to the employees as it undertakes its managerial tasks and encourages leadership to inspire the subordinates to be committed to the company. To achieve this, Toyota makes sure that its human resource department is and always remains an arbitrator of fair and consistent daily practices. Further, it employs the top-down and bottom-up planning process to involve all of its employees in achieving its goals. John (2002, p. 137) notes that Toyota company establishes and always communicates key business performance indicators at every level of this corporation. In addition, according to John, this corporation trains its employees to solve problems and to continuously improve processes within the organization in their daily work.
According to Mills (2007 p. 20), Toyota company encourages the top management to live and teach company’s philosophy of respecting all people and doing things with excellence to the subordinates. Another approach taken by this company is that it enhances training and socialization of employees as they are being hired into the organization. Homrig (2001) examined the leadership style of Toyota Motor Corporation in it’s blanch located in Australia and found out that this company enhances motivation, morale and motivation of employees in various ways. According to Homrig, this includes “connecting the manager’s sense of identity and self to the mission and the collective identity of the organization, being a role model for followers that inspires them, challenging followers to take greater ownership for their work and understanding the strengths and weaknesses of management, so the leader can align followers with tasks that optimize,” (Homrig, 2001). In summary, this implies that Toyota Company employs the valuable aspects of transformational leadership in its operations, which partly explains the source of its excellent performance in the automobile industry.
The benefits of transformational leadership to an organizationTransformational leadership is very important to an organizational performance. To start with, transformational leadership helps to save costs related to high turnover rate in an organization. According to Cox, (not dated), the cost of hiring hew employees is usually higher compared to the cost of retaining old ones. In many cases, people leave organizations due to poor cultural fit or because they are dissatisfied with their leader (boss). This leads to high organizational costs related to high turnover rate, which can be reduced through enhancement of effective transformational leadership. Also, as noted earlier, transformational leadership has the potential to empower employees in an organization to realize their full potential and to show higher commitments to organizational goals. Homrig (2001) notes that, employees in an organizational are most likely to get satisfaction, to thank you and contribute significantly to your organization as in the case of Toyota Motor Corporation. Else, they will shift to a more environment. Either way, a transformational leader will be the winner. In addition, the process of transformational leadership is helpful in fostering organizational effectiveness as a centre for learning. Specifically, it enhances improvement in individual support, vision building, intellectual stimulation, culture building and modeling, (Cox, not dated)
As mentioned earlier, a transformational leader acts as a role model to be emulated by the followers. In an organization, this creates high levels of cohesion between bosses and their subjects, which lubricates flow of information and trust, (Cox, not dated). Further, this relationship helps to communicate a strong and common vision between leadership and other employees. In addition, in an organization, transformational leadership enables employees to enthusiastic, engaged and challenged in a way that they would perceive to be personal and appropriate to their specific requirements. As such, transformational leadership enables the goals and objectives of an organization to be clearly communicated and enhances their tangibility to the leaders (Cox, not dated).
By actively stimulating the followers, transformational leadership encourages formulation of new ways of doing things, (Mills, 2007, p. 20). This increases the potential for individual development and for addressing the concern of followers in an organization. This encourages creativity, cohesive and productivity in an organization. As a result, an organization’s operations become more effective and stable in performance. Further, Bass (as cited in (Mills, 2007, p. 20). ) explained that the four elements of transformational leaderships have the foundation to move followers beyond what is expected. In other words, transformational leadership brings about more than the set up agreements and exchanges between people. Thus, when it is practiced within an organization, it is easier to address high cost retention issues and other high dynamics which have a large impact on an organization’s working culture.
Bass & Riggio postulate the relationship between transformational leadership and effective mentoring and argue that:
Both mentors and transformational leaders act as role models who encourage learning and development, and work to develop others’ self-confidence, personal identity and well being. Thus, transformational leaders serve as mentors as they exhibit various degrees of transformational leadership behavior, (Bass & Riggio, 2006, p. 53).
In short, transformational leadership enables development of the followers to enhance their capabilities and capacity to lead. Bass & Riggio (2006, p. 52) further explain that, transformational leadership in helps to reduce fillings of stress and as well, it provides tools to help individuals cope with stress and crisis. For instance, highly committed employees in an organization, who take their work home to work at night, are likely to experience more stress compared to those who are indifferent to their work. Nonetheless, transformation leadership enhances employees’ commitment and as well, serves to reduce their feelings of stress. Also, transformational change has been associated with producing change in organizations. In a recent study conducted by Waldman, Javidan and Varella (as cited in Bass & Riggio, 2006, p. 53), it was established that the charismatic elements of transformational leadership and intellectual stimulation as measured by MLQ were related to company performance and strategic organizational change. Thus, transformational leadership enhances effectiveness of the process of change in an organization. In summary, transformational leadership has a great potential in promoting performance of organizations.
ConclusionIn conclusion, this discussion demonstrates the importance of transformational leadership in enhancing organizational effectiveness. As noted, the term transformational leadership means a leadership process in which leaders broaden and elevate the interests of their followers, they stimulate them to look beyond their own self interest for the good of an organization and generate awareness and acceptance of the mission and purpose of an organization to the followers. This style of leadership is an opposite of transactional leadership style in which leaders give financial rewards for good performance or they deny rewards for lack of productivity. As demonstrated by Toyota Motor Company, for an organizational leadership to be effective, it has to efficiently implement of the four components of transformational leadership namely; idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. There are various merits of transformational leadership, which enhances effectiveness of organizational performance as demonstrated in this discussion. Briefly, transformational leadership helps to minimize employees’ turnover rate and hence, this save costs related to high turnover rate in an organization. Second, it empowers employees in an organization to realize their full potential and to show higher commitments to organizational goals. Third, this style of leadership is helpful in fostering organizational effectiveness as a centre for learning. Fourth, transformational leadership enables the goals and objectives of an organization to be clearly communicated and enhances their tangibility to the leaders in an organization. Further, it increases the potential for individual development and for addressing the concern of followers as well as to move followers beyond expectations. In addition, transformational leadership helps to reduce employee’s stress and increase their well being. Finally, this style of leadership enhances effectiveness of the process of change in an organization. In general, the different merits of transformational leadership significantly increase an organizational effectiveness.
References
Bass, B. M. & Riggio, R. E., (2006), measurement of transformational leadership,
Transformational leadership, Routledge, New Jersey
Cherry, K., (2011), Transformational leadership, retrieved from,
http://psychology.about.com/od/leadership/a/transformational.htm
Covey, S., (2007), the transformational leadership report, retrieved from,
http://www.transformationalleadership.net/products/TransformationalLeadershipReport.pdf
Cox, R., (not dated), The Benefits of Transformational Leadership, retrieved from,
http://www.transformationalleadership.net/imarticle.php?articleid=210055
Hall, J., Johnson, S., Wysocki, A. & Kepner2, K., (not dated), Transformational Leadership: The
Transformation of Managers and Associates, retrieved from, http://edis.ifas.ufl.edu/pdffiles/HR/HR02000.pdf
Hill, M., (2009), Toyota culture, retrieved from,
http://www.lean.org/Bookstore/ProductDetails.cfm?SelectedProductID=270
Homrig, M. A., (2001), Transformational Leadership, retrieved from,
http://leadership.au.af.mil/documents/homrig.htm
John, D., (2002), organizational learning and leadership, Organizational Learning and
Effectiveness, Routledge, New Jersey
Mills, G. E., (2007) transformational leadership, Transformational leadership and employee
retention: An exploratory investigation of the four characteristics, ProQuest, Capella University
Transformational Leadership Training
Table of Contents
TOC o “1-3” h z u HYPERLINK l “_Toc404508128” Introduction PAGEREF _Toc404508128 h 1
HYPERLINK l “_Toc404508129” Literature Review PAGEREF _Toc404508129 h 2
HYPERLINK l “_Toc404508130” Transformational Leadership Training PAGEREF _Toc404508130 h 2
HYPERLINK l “_Toc404508131” Discussion PAGEREF _Toc404508131 h 3
HYPERLINK l “_Toc404508132” Local Company (Khalifa Hospital) PAGEREF _Toc404508132 h 4
HYPERLINK l “_Toc404508133” Analysis PAGEREF _Toc404508133 h 5
HYPERLINK l “_Toc404508134” References PAGEREF _Toc404508134 h 8
IntroductionThe traditional local leadership exchange style of “on the off chance that you do this you will be remunerated, yet in the event that not you will be rejected” no more works where there is a deficiency of human services specialists. Supporters are currently requesting to be approached with deference and will just conform to demands on the off chance that they have a personal stake in it. Hospitals are no more paid just on leaderships gave, for example, room, solution, strategies, and so on. They are likewise paid are whether the client leadership gave at the clinic was “great” for the patient. Client leadership comes straightforwardly from the medical attendants, specialists, support, natural leaderships, dietary, affirmations, and the various different laborers that come into contact with the patient amid their remain. Adherents respond decidedly to leaders who they can identify with, not to the individuals who appear impractical. Another rising sort of initiative is Transformational authority. Transformational authority has turned into an extremely prominent model creating a lot of discourse and exploration. The part of the pioneer has changed.
Contemporary leaders, in spite of the fact that regardless they exist, are no more the standard. Imperatively, adherents have additionally changed. Regularly, they are proficient specialists educated, illuminated, and frequently knowing more than the pioneer about how to accomplish the errand. They are likewise an inexorably assorted gathering, and one initiative style can’t work successfully with all of them. Change leaders must use individualized, motivational, erudite, and perfect methodologies when working with supporters so as to deliver ideal results.
Literature Review
Transformational Leadership TrainingOne study done by Bochel & Bochel (2010) analyzed how transformational leadership preparing can effect representative’s fulfillment with prepared chiefs. This study took the four ideas of transformational authority i.e. Individualized Consideration, Intellectual Stimulation, Motivational Motivation, and Idealized Influence and utilized them as an issue. The effect of transformational leadership preparing mediation has been considered on three execution orientated points of view. These are the impact of preparing on attitudinal conclusion of trainees, assignment execution of subordinates, and the effect of preparing mediation on monetary execution. It was recognized that devotees work preferred under an appealing pioneer over a pioneer displaying individualized attention (Cohen, 2010).
Motivation includes a decision by a single person to use vitality towards one specific set of practices over an alternate .With this study, various prescient variables has been distinguished that influence the Motivation towards a preparation program. Outer variables like workplace, hierarchical atmosphere, general authoritative responsibility and vocation arranging, supervisory help, work arrangements, authoritative environment, and preparing configuration have been recognized as influencing Motivation towards a preparation program. For this study, zone chiefs from an expansive scale private medicinal services organization were picked for contemplating the impacts of transformational initiative preparing on attitudinal conclusions. The preparation was booked to be led in their business locales over a one year period (Crevani, Lindgren & Packendorff, 2010). The trial gathering comprised of twelve supervisors of which ten of them were men. Data was gathered from them that incorporated the subordinate’s impression of transformational authority conduct of his/her administrator and fulfillment with them. The MLQ poll utilizes the four measures of transformational leadership. These are: individualized attention, scholarly incitement, helpful Motivation, and glorified impact. Preparing mediation was composed by an accomplished preparing consultancy which separated the preparation into four modules over a course of 7 days (Crevani, Lindgren & Packendorff, 2010).
Discussion
The medicinal services industry has levels of popularity for positive conclusions and quality results. Clinics are presently being observed, distributed, and repaid focused around these results. Client and Employee fulfillment are presently the top need for healing facilities which requests a switch in initiative styles. On the off chance that a patient creates a weight ulcer, infectious contamination, falls, or has some other kind of sentinel occasion while in the doctor’s facility, the legislature won’t repay the healing center starting there and into the future. The obligation of the patient and installments are the obligation of the healing facility. At the point when a patient is released from the doctor’s facility, a Gallup Survey is sent to the patient and the results the patient gives are distributed on an open government site for anybody to audit. On the off chance that a clinic concocts low patient fulfillment scores, a general rate of the healing facility repayment will be taken away (Stafford, 2010). With these things noted, healing centers are presently scrambling to discover creative, proficient approaches to give persistent fulfillment while keeping a sentinel occasion, for example, falls, weight ulcers, and infectious contaminations. The legislature has now constrained clinics to think about how the patient feels amid their stay (as opposed to simply greatly improving the situation) and this originates from client leadership and quality forethought.
The individuals (supporters) on the cutting edge are the ones who hold the healing facilities destiny and this has required a redesign in authority styles. Adherents who work in healing centers are currently given elevated standards and requests with no space for blunder. Information is checked through exceptional machine engineering from the managing of drug to emulating national conventions, for example, giving headache medicine for each individual that comes into the crisis room with midsection torment. With these included weights for social insurance laborers, the client (tolerant) should likewise feel that the greater part of their needs are consistently met. The greatest objection is the sustenance being excessively cool or the room being excessively hot. These may be basic dissentions, however they are sufficient for the patient to score their whole stay as not being “Great”. Leaders are under the best weight to create comes about that will give the clinic ideal benefit while verifying that every single patient feels that their stay was “Great”. Advising health awareness specialists what to do does not work any longer (Stafford, 2010)
Local Company (Khalifa Hospital)This study inspects the connection between leadership styles and health and prosperity conclusions at work. Information from specialists giving consideration to the elderly were utilized to test this theory. Managers using local traditional leadership are the individuals who “expand and lift the investments of their supporters, create mindfulness and responsibility of people to the reason and mission of the gathering and they empower subordinates to rise above their own particular premiums toward oneself for the improvement of the gathering. Self-adequacy is the faith in one’s abilities to arrange and execute the approaches needed to deliver given accomplishments. The four ideas in this study are that the pioneer is appealing (romanticized impact), has a reasonable and alluring vision (helpful Motivation), the pioneer persuades adherents to be creative (savvy incitement), and the pioneer goes about as an issue (individualized attention).
Ampleness toward oneself has been joined to prosperity: Employees high in feasibility toward oneself are more prone to report lower levels of saw anxiety. Various studies propose that transformational authority may apply its impact on adherents through reasonability toward oneself by having exclusive standards which empowers the Intellectual segment. Managers using local traditional leadership sway supporters to consistently improvement which engages and builds Motivation. This is a piece of the Motivational part of Managers using local traditional leadership. The speculation in this study dissected adherent’s ampleness toward oneself and how their pioneer’s transformational initiative conduct impacts them about whether. The members comprised of immediate forethought laborers of the elderly in a home environment or nursing homes and they were given surveys on two events inside a 18-month interim. At time one (T1), 447 polls were finished (reaction rate 81%) and 93% were from females being the normal age of 44 who worked in their current work environment for a long time generally speaking. Most of the staff was health awareness associates (62%), 12% were medical caretakers, 18% had human services related instruction, and 8% did not have any social insurance training (Munir, 2009). At the second dissemination (T2), there was a 53% reaction rate. Measures utilized for this study was the MLQ.
Analysis
Results backed the complementary nature of the relationship between administrators’ apparent transformational initiative style and reasonability toward oneself (Munir, 2009). The study found that T1 affected transformational leadership at T2 which upholds past research that the qualities of the adherents impact their chief’s authority style (Munir, 2009). The results show that it is likely that via preparing leaders to apply certain practices it might be conceivable to enhance the supporter’s prosperity. As opposed to changing whole hierarchical structures, leadership preparing may accumulate positive impacts supporters.
Conclusion
Managers using local traditional leadership acquire out the best supporters and are a spark to the work environment. At the point when encompassed by incapable leaders, the confidence of an association can wind up in a real predicament. Inadequate leaders, or value-based leaders, influence worker’s capacity to give quality medicinal services and unrivaled client leadership. Exchange initiative, especially leadership by-special case, can be a wellspring of clash, burnout, and anxiety. The strengthening of supporters is a discriminating part of transformational leadership. With this strengthening, supporters feel a feeling of ability, poise, and reason. Strengthening is not for each association, yet it is for the medicinal services environment. Workers go to claim to fame preparing and are authorized to administer to their patients and to verify that they cause no mischief to them. Managers using local traditional leadership who enable these workers to create innovative and creative approach to give safe quality consideration to patients dependably health awareness associations to keep on growwing and succeed. Since Managers using local traditional leadership have the capacity manufacture solid adherent responsibility and steadfastness, strengthening is not a peril. Expanding on devotee trust and advancing feasibility toward oneself makes a more fulfilled working environment. Recommendations
Managers using local traditional leadership should likewise consider every adherent as an individual and comprehend that they can’t all be dealt with just as. It is essential for the pioneer to demonstrate that they perceive the different characters of their group as having differing devotees. The group pioneer must comprehend the abilities of each one colleague (adherent) and representative errands that are testing, however possible for that supporter. Carefully vitalizing leaders exploit differing foundations and encounters of their colleagues. Since no colleague is a master in all zones, the group pioneer must be clear when condensing and testing for agreement.
References
Bochel, H., & Bochel, C. (2010). Local political leadership and the modernisation of local government. Local government studies, 36(6), 723-737.
Cohen, J. E. (2010). Going local: Presidential leadership in the post-broadcast age. Cambridge University Press.
Crevani, L., Lindgren, M., & Packendorff, J. (2010). Leadership, not leaders: On the study of leadership as practices and interactions. Scandinavian Journal of Management, 26(1), 77-86.
Cummings, G. G., MacGregor, T., Davey, M., Wong, C. A., Lo, E., Muise, M., & Stafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. International journal of nursing studies, 47(3), 363-385.
Rao, N., & Berg, R. (2005). Transforming local political leadership. Palgrave.
Sullivan, E. J., & Garland, G. (2010). Practical leadership and management in nursing. Pearson Education.
Transformational Coaching For High Performing Teams
Transformational Coaching For High Performing Teams
Introduction
Leadership has always been an important and fundamental part of any business. It involves the mobilization of the resources of a business, especially human resources towards the achievement of a certain goal. This underlines the fact that the leadership of any business has a bearing on the long-term sustainability, as well as profitability of the organization. Scholars note that leaders who put into place idealized influence on their followers are rewarded through the confidence, as well as trust that the followers have in them. The followers look up to them as their role model and end up looking up to them, as well as respecting their decisions. Organizations are as strong as the capacity of their leaders or people to mobilize their unique capabilities, skills and talents, as well as work together to the attainment of the overall goal of the company. The financial goals of a company and long-term sustainability can only be achieved if the employees have the capacity to effectively and efficiently pursue them. Researchers note that the most resilient and robust business entities invest in corporate team building and leadership development, in recognition of the fact that this is the only way in which its day-to-day operations will run smoothly and the overall vision will be achieved. On the same note, scholars acknowledge that the most valuable resource or asset for any service organization is the human resource or the employees that it has. Anything that may be accomplished to improve or enhance the efficiency or effectiveness of the human resource would, undoubtedly, have an enormous impact on the staff retention, long-term client relationships, profitability, as well as the overall competitiveness of the firm in the market (Pillai & Williams, 2004). While varied strategies have been identified for enhancing the effectiveness and efficiency of employees, scholars have underlined the importance of transformational coaching as one of the most effective techniques.
Transformational coaching refers to a technique where an individual gets other people to have a different view of themselves, rather than training them to carry out their duties in a different manner. It revolves going beyond acting in a different manner and thinking in a different manner. This is extremely different from the traditional or conventional models of coaching in firms, which involves the “DO” component where goals are set, new habits created, accountability enhanced and individuals helped to get goals and objectives achieved. Transformational model of coaching departs from the “DO” component or technique and incorporates the “BE” component. It revolves around encouraging and coaching individuals to become better individuals, as well as be inspired. In addition, it revolves around appreciation and resources. Transformational coaching empowers an individual to take up the responsibility for everything that occurs in their lives, as well as their outcomes via increased self-awareness pertaining to where they came from, the individual that they are and the people that they want to be while enhancing their performance and overall quality of life (Pillai & Williams, 2004). It provides training, skill development, education, as well as a space to express emotions that may be blocked in their system. It assists individuals in becoming are as to the manner in which unconscious patterns may have been wired into their brains right from their early childhood years, before they have new pathways “rewired”, allowing for the achievement of enduring awareness and skills, as well as transformation. Transformational coaches act as guides through supporting and challenging people in attaining their organizational and personal performance objectives (Asgarkhani, 2005). In instances where this is accomplished as a trusted and respected learning partner, individuals would feel much assisted both by the process and the coach. The process of transformational coaching becomes the basis for establishing the true feedback-rich, high-performance culture that is supported or propped by feedback flowing all-through to direct reports to the peers and up to the supervisors (Pillai & Williams, 2004). Individuals taking part in transformational coaching courageously engage in respectful, candid conversations that are not restricted by reporting relationships, pertaining to the manner in which they can enhance their collective and individual work performance, as well as working relationships. Individuals learn to value, as well as make use of feedback as a powerful and incredible learning tool to create higher levels of professional development, personal accountability, high-trust working relationships, and continually-enhancing job performance, as well as ever-increasing customer satisfaction. Transformational coaching has been applied in varied organizations experiencing different challenges in their leadership and management structures. These challenges affect the capacities of
Case studies
JPMorgan Chase & Co., is a multinational financial services and banking holding company located in America. The company is ranked as the largest on in the United States in 2012 by assets, and second largest bank in the entire globe by assets. As one of the oldest corporations in the United States, the company has a hierarchical structure where decisions are made primarily at the top, reverberating all the way to the lower echelons of the organizational pyramid. This means that even the smallest decision must undergo a rigorous process before it is enacted and effected. While these decisions may not necessarily have to go right to the top, employees cannot take the smallest action without the express authority of the managers and heads of their respective departments. Needless to say, this rigid organizational structure weighs down on job satisfaction of the employees. Research carried out in 2006 showed that about 60 percent of individuals dislike their jobs in the company and, therefore, show no enthusiasm in executing their responsibilities as the orders will always have to come from the top. Only a third of employees in the company, supervisors and middle managers have a positive feeling pertaining to their job satisfaction. This has resulted in an enormous staff turnover with a 2007 study showing that about half of the workforce was considering looking for jobs in other places within the last six months, while around an eighth had taken it a step ahead and applied for a job in another company. While factors such as better pay may be significant, the key issues revolve around better career development opportunities, as well as more interesting and challenging roles and environment where they have enhanced control and participation in decision-making. On the same note, employees moving to higher echelons of leadership have issues pertaining to their confidence levels (Pillai & Williams, 2004). This is especially when they have larger projects to tackle in new branches where they need to establish their credibility and efficiency quickly.
Issues pertaining to employee satisfaction have always been crucial to human resource managers. This is especially considering that employees are the foundation and driving force of the enterprise. It is, therefore, no wonder that volumes of literature have been dedicated to solving employee satisfaction conundrum (Asgarkhani, 2005). Dissatisfaction in work may be associated with the hierarchical or bureaucratic organizational structure. This structure is associated with speed, precision and unambiguity, where strict subordination is emphasized. These structures have reduced friction, as well as lower material and personal costs, with the costs being raised to the maximized or optimum level. While bureaucratic structures may be imperative for large and complex organizations such as JPMorgan Chase & Co, it introduces an element of rigidity and workers dissatisfaction. This is also the reason for the reduced confidence levels for the employees moving to higher levels of management especially considering that the employees have never had an opportunity to make enormous decisions on their own, rather they are always under the shadow of the management. It is worth noting that the significant lack of exposure and flexibility works against the morale of the workers, as well as their satisfaction. On the same note, it has a negative effect on their capacity to take up responsibilities that they consider larger than their current undertakings (Asgarkhani, 2005). Solving this conundrum requires that the management undertake a paradigm shift on the organizational or management structures. It is imperative that it incorporates the post-bureaucratic organization structure where, while bureaucratic decision-making is still at play, decisions are made based on consensus and dialogue rather than command and authority (Hawkins & Smith, 2007).
Transformational coaching recommends that in instances where an organization aims at introducing any change, it is imperative that the human side is addressed systematically. Scholars note that any considerable transformation comes with people issues with new leaders being asked to step up, new capabilities and skills being developed, jobs and responsibilities being changed and employees being resistant and uncertain (Galpin, 1996). It is imperative that these issues are not dealt with in a reactive, case-by-case basis as this would put morale, results and speed at risk. On the same note, it is imperative that change is not imposed on the workers rather it involve the participation of the workers. Scholars note that expressions such as “changing attitudes” and “mindset change” must be expunged in change management as they are often an indication of a tendency to enforce or impose change (theory x). It tends to imply that the corporation or organization has the belief that the employees have the “wrong” mindset, a fact that may not the always be true (Hawkins & Smith, 2007). Changes involving new policies, structure, acquisitions, relocations, disposals and targets come with entirely new systems and environments, which have to be explained to individuals in the earliest opportunity possible so that the involvement of people in refining and validating changes themselves may be attained. It is imperative that full, open and early communication, involvement and participation are attained to enhance the success of the transition.
In addition, decentralized decision-making should be introduced in the organizational structure. This is a situation where the decisions do not have to come from the top, rather the divisional managers, as well as the team members themselves will have the capacity to make decisions pertaining to the operation within their jurisdiction without waiting for orders from higher management levels. On the same note, it is imperative that the employees and team members are involved in making decisions. This ensures that they own the process and participate fully in the varied operations. Scholars note that the increased involvement of employees in decision-making enhances their motivation, morale and job satisfaction, thereby enhancing their productivity and reducing job turnover.
Case study 2
This case involves the IT team in one of the divisions of Johnson and Johnson Company. Johnson and Johnson Company is a multinational company that undertakes the manufacture of consumer packaged goods, medical devices, as well as pharmaceutical items. The company is located in America and has been touted as one of the largest pharmaceutical companies in the United States. As part of the technique and process of enhancing the efficiency and effectiveness of its operations, it established an IT department led by the Chief Technical Officer named Kelly. However, Kelly was taken ill, in which case one of the senior IT managers named Marsha was asked to take up his roles and stand in for her. However, she soon realized that there tended to exist a bullying culture across the company, which emanated from the leadership team level. In most cases, new ideas would be disparaged and scorned off, while shortfalls in the level or service would be derided. The performance expectations were way beyond those of other people in the organization, which made it a bit difficult to achieve. This resulted in low morale among the workers as they feared introducing new ideas to the IT department, no matter how good the ideas seemed, as they were unsure of the response that they would invite from the management or leadership. This organizational culture had a negative impact on the job satisfaction of the team members and their capacity to pursue self-actualization in the organization. In most cases, employees concentrated on seeking strategies that would allow them to survive in the short-term, as well as deal with the bullying rather than channeling their efforts to enhancing their effectiveness and efficiency in service provision and customer satisfaction.
Scholars define bullying as repeated practices and acts that are directed to workers. The acts are unwanted by the victims and may unconsciously and deliberately cause distress, offense, and humiliation on the part of the victim. On the same note, it interferes with the job performance of the victim and creates an unpleasant work environment that results in a reduction of job satisfaction. This affects the effectiveness and efficiency of the team in executing its mandates. While there are varied perspectives to this vice in the company, bullying in the workplace is a leadership issue (Hawkins & Smith, 2007). They have recognized increasing the work pressure on a group or individual to perform at a level beyond the expected levels for other people in the organization as a form of workplace bullying. They note that bullying emanates from deficiencies pertaining to leadership behavior where there is inadequate supervision or where managers are not sufficiently trained on the manner in which they should address bullying behavior. In addition, they are not well versed on exactly what inappropriate behavior with subordinates or peers is, as well as the potential or likely consequences pertaining to the bullying behavior. Three recommendations to managers have been made in an effort to eliminate bullying. First, confirmed bullies should be held accountable so as to discourage others from participating in the vice. This should involve crafting laws that defines and discourages bullying (Hawkins & Smith, 2007). Second, per bullies should be caught and corrected in a dignified manner. This involves intervention in instances where a colleague is stumbled upon berating a worker. Dignity is maintained by tugging at them and dealing with the issue behind closed doors. Third, managers must examine themselves and determine whether they are the bully (Hawkins & Smith, 2007). This self-examination involves asking fundamental questions such as response when one puts ideas, turnover rate in the unit, and trends in available talent among others. In case one realizes they are the problem, they should turn to the staff and enquire on how they can change to eliminate the problem (Galpin, 1996).
Transformational coaching would, however, focus on the Marsha and identify her working style, which would most likely be subservient and reactive to other people’s actions. On the same note, it would identify her strengths such as competence in her work, as well as high levels of expertise in IT and new technology that would enhance efficiency in the company. it would be recommended that she change into a proactive style of working, which would come in handy in enhancing her profile in the leadership team, as well as enhance her assertiveness. This would mean that she takes power back from other people, acknowledge her weaknesses and recognize the changes that she needs to make in her style of working (Hawkins & Smith, 2007). This would increase her morale and motivation in her work, which would undoubtedly result in enhanced job satisfaction and improve her performance both in the long-term and short-term. However, this should also be supported with disciplinary actions taken against the bullies. It is imperative that a training workshop is held to sensitize the workers about the definition and negative effects of bullying on performance and overall productivity of the company.
Case study 3
This case involves an American medical technology corporation named Becton Dickinson and Company (BD). This company undertakes the manufacture and sale of medical devices, reagents and instrument systems. With an employee base of close to 30000 people in over 50 countries all over the world, the company ranks as one of the largest medical technology companies in the continent and the world at large. Needless to say, the operations of the company are undertaken by varied teams in different divisions. This is essentially an incredible way of enhancing productivity and delegation of duties. While the productivity of the company has been commendable, the leadership structures have been less than efficient. This is especially considering that the independence of teams in all the branches is restricted. While the conditions in different regions may vary, the teams are expected to align themselves to the established standards in the regional offices no matter how impractical they are. On the same note, team members note that in instances where they come up with an idea, they have to wait for long before they can get an opportunity to present the ideas to the managers, leave alone getting the ideas approved. Even when they get the opportunity, they state that they are often bombarded with questions that seem to underline the notion that the management is not interested in implementing the ideas. This is especially when the managers dwell on the question as to what interest an individual has on the project or rather whether he or she hopes to gain in a particular way. They never seem to be convinced as to the fact that the individual may be merely interested in driving the sales of the company and enhancing its long-term and short-term sustainability and profitability. This, therefore, discourages the individuals from bringing any creative ideas that they may have to the fore as they insinuate that they never get the full cooperation of the management.
As much as these may seem like trivial issues, they have the capacity to cripple the operations of the company and limit its capacity to drive sales. Needless to say, there are problems pertaining to the communication skills of both the employees and the management. As much as the management may have to be concerned about the efficacy of the ideas, the manner in which they communicate their fears is entirely flawed. It is evident that there are interpersonal barriers to communication, especially considering that the employees find the task of airing their views futile and doomed (Hawkins & Smith, 2007). This results in a reduction of motivation with employees having no enthusiasm in coming up with creative and new ways of doing things (Rafferty & Griffin, 2006). It goes without saying that their job satisfaction is also reduced in the long-term especially when the management gives no clear explanation for the dismissal of a seemingly incredible idea. In most cases, the demotivation results from the fact that the presentation of their ideas amounts to crucification of their personality as the management turns the discussion from the idea to their personality. This results in frustration among workers, reduced job satisfaction and increased turnover, especially considering that they know that there are better and more efficient ways of doing things (Hawkins & Smith, 2007). In essence, they move to corporations where there is little or no bureaucracy or rather organizations that provide a more conducive and pleasant environment for them.
In eliminating these challenges, transformational coaches would undertake an examination of the personal characteristics that limit communication. Transformational coaches note that an individual usually draws attention to himself or herself rather than to the ideas that they are postulating simply because they are unclear and inarticulate when making presentations (Rafferty & Griffin, 2006). In essence, rather than blaming the management for being unwelcoming and hard on the ideas that are presented by the employees, it is recommended that the employees work on their body language especially with regard to confidence, clarity and articulation of issues. In most cases, individuals will be immersed in the ideas presented and look beyond the individual or personality presenting them (Hawkins & Smith, 2007). In essence, the workers should enhance their presentation skills. This, however, does not negate the fact that the management has had a hand in the communication breakdown. It is evident that there are interpersonal communication barriers, not to mention barriers from the hierarchy and bureaucracy. These limit the capacity of employees to air their views, in which case they view the organization as a separate entity. It may also reduce their job satisfaction and productivity, especially considering that it limits their participation (Rafferty & Griffin, 2006). In essence, it is imperative that the company decentralizes the management and decision-making to the team-level so as to allow for faster decision-making. This would also enhance the participation of employees, as well as their job satisfaction.
Case Analysis
This case involves the medical products division of Johnson & Johnson, a multinational corporation that undertakes the production of patient monitoring and medical diagnostic imaging systems. This division is made up of three teams. While these teams are aimed at achieving the same objective, their collaboration has been hampered by the fact that they are competing. This means that sharing certain information that may enhance the chances of another team is frowned upon. Testament to this is the fact that in some instances, the corporation has been unable to get its new products to the market on time. This means that it not only loses out on crucial revenue estimated to be about $13 million dollars, but also compromises its sustainability and competitiveness in the long-term. This also has a bearing on its profitability both in the long-term and the short term.
The challenge for transformational coaches revolves around the identification of the ineffective leadership and management practices that are incorporated in the company and replace them with entirely new strategies that allow for the incorporation of team dynamics, discipline, vision and direction that are necessary for the timely completion of the projects (Hawkins & Smith, 2007).
While varied leadership and management barriers have been underlined, one of the most important ones is poor or ineffective communication. The different teams are unable to share information amongst each other based on the notion that they are in competition with each other to reach their different targets in which case even sharing information that may enhance the capacity of one team to achieve its goal as they opine that that may hinder the other one from doing the same (Hawkins & Smith, 2007). While no physical barriers to communication have been erected, interpersonal barriers have been erected, keeping the teams from reaching out and opening themselves up to others. In most cases, some members have deeply rooted prejudices pertaining to their place in the company, in which case they do not have the capacity to make genuine connections with individuals as they have numerous false perceptions of themselves standing in the way. On the same note, the varied personalities with which the individuals come stand in the way for effective communication. While diversity is encouraged in the workplace, it may also come as an impediment to coming to the same page (Stewart, 2006). The key issue in the competition among these teams is the playing of numerous power games aimed at outlining which one of the teams is superior to the others at the expense of the attainment of the central goal and objective of the corporation. In most cases, however, stalled communication takes place between individuals who may have no specific communication deficiencies rather, their outlooks and personalities place them at odds with each other (Galpin, 1996).
In addition, it is evident that the teams have issues or problems pertaining to the attainment of trust among each other. In most cases, trust is examined with regard to employee-employer relationship. However, many are the times when issues pertaining to trust are more subtle than between manager and employee. For example, there are instances where a team member or leader raises concerns pertaining to the actions of a particular worker that may be an impediment to the achievement of the goals and objectives of the corporation. The member would essentially be insinuating or suggesting that more training be offered so as to eliminate the behavior (Brookes, 2007). However, the manager in question would get the entire concept wrong and ask who the worker is so that a disciplinary action can be taken against him. This would draw frustration from the reporting individual based on the fact that the manager did not get the message in which case the reporter would refuse to disclose. Ultimately, the operations of the corporation would still be jeopardized with the company’s competitiveness, sustainability, efficiency, productivity and profitability in the short-term and long-term being limited. This issue not only underlines the mistrust between the teams but also the ineffective communication between the varied teams that make up the division (Hartley & Allison, 2000). Of course, interpersonal barriers and personality traits are at play here in limiting communication and brewing mistrust among the employees.
On the same note, it is worth noting that there are problems to do with conflict management. This is especially considering that the three teams making up the division are at odds with each other and are engaging in unhealthy competition. Scholars note that conflict and leadership go hand in hand. In fact, leadership is essentially a full contact where leaders would have to address conflicts in a productive and healthy fashion. The fact that the three teams have not resolved the conflicts that they have means that their leaders are always avoiding from conflict resolution (Stewart, 2006). Unfortunately, this is not always possible as conflicts in the workplace are unavoidable. The capacity to recognize conflict, comprehend its intricate nature and have the capacity to undertake a just and swift resolution comes in handy for the leaders while the inability to do this may be the manager’s downfall (Hartley & Allison, 2000). As much as conflict is essentially a normal component of any organizational and social setting, the key challenge pertaining to conflict revolves around the manner in which the leader chooses to deal with it. Avoided, concealed or even ignored, it is likely that conflict will only fester and grow into resentment, result in withdrawal and may even result in factional infighting in the organization (Hartley & Allison, 2000). Unresolved conflict, in most cases, leads to loss of productivity, suppress creativity and innovation, and result in the establishment of barriers to collaboration and cooperation. On the same note, it may result in reduced job satisfaction among the workers, which would consequently lead to increased worker turnover (Hartley & Allison, 2000). Leaders who fail to deal appropriately with conflict eventually watch as their good talent moves out of the workforce in search for a more conducive atmosphere, safer and healthier work environment.
Needless to say, these problems have a bearing on the productivity, profitability and overall sustainability of the company in the short-term and the long-term. They, therefore, call for an effective resolution in the speediest manner possible so as to eliminate the possibility of any disruption. In enhancing communication in the workplace, it is imperative that the various hierarchical gaps in the company are eliminated or bridged (Rafferty & Griffin, 2006). In most cases, employees are unable to communicate with other people in other teams simply because they believe that raising their voice would result in being “singled out for likely ridicule”.
On the same note, scholars have underlined the fact that at the root of conflicts between the teams is an inability to communicate, deficiency of information, misinformation or poor information. In essence, resolving conflicts and unfair competition among the teams would primarily revolve around enhancing communication among the members. Timely, accurate, concise and accurate information communication will result in the easing of the number, as well as severity of conflicts in the organizations (Housden, 2006). In addition, it is imperative that the employees are taken through a comprehensive training session where all employees in the division are allowed to discover the manner in which they are wired or connected, as well as their value (Housden, 2006).
In addition, it is imperative that the organization defines acceptable behavior as a positive technique for eliminating conflicts. It is imperative that the managers come up with a framework for decision-making through a published statement of authority delegation, encouraging business practices that are sound in team building, collaboration, talent management and leadership management (Rafferty & Griffin, 2006). On the same note, it is imperative that the company comes up with clearly defined job descriptions, as well as a well articulated and laid out chain of command so as to enhance effective communication and consequently assist in eliminating conflicts. In addition, transformational coaches opine that conflicts should be viewed as opportunities for learning about each other, enhancing communication among the parties involved, as well enhancing cohesiveness in the organization (Brookes, 2007). In instances where there are disagreements, there comes an inherent potential for development and growth. In essence, they view divergent opinions as opportunities for stimulating learning and creativity in an incredible way if addressed in the appropriate manner (Stewart, 2006). In this case, the conflicting members would be taught to view diversity as an opportunity to accommodate differing opinions and have a wider pool of ideas from which to choose. Scholars have also noted that the emotions of the team members and the managers may be at play as a barrier to effective communication (Welbourne & Trevor, 2000). Transformational coaches opine that, in most cases, individuals are taught to be afraid of the words emanating from their mouths. While overcoming these emotions may be difficult, its necessity can never be gainsaid. Transformational coaches underline the need for an individual to be confident of the things that they are saying, as well as their qualifications for speaking out. In most cases, individuals pick up on emotions such as insecurity during any communication (Rafferty & Griffin, 2006). However, transformational coaches note that when an individual believes in himself and in the message that they want to pass across, they have enhanced clarity of communication devoid of emotions, which allows for a reduction of conflicts, enhanced collaboration and increased productivity.
Moreover, it is imperative that the teams have enhanced engagement activities where all the team members would take part in the same activity. This would essentially result in enhanced communication, increased interaction, as well as increased workability among the team members (Welbourne & Trevor, 2000). This is a more efficient technique for eliminating the challenges and would