Transformational Leadership as a Factor Profound Changes

7/31/2019 Transformational Leadership as a Factor Profound Changes

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TRANSFORMATIONAL LEADERSHIP AS

A FACTOR PROFOUND CHANGES

Srdjan Nikezi1,Savo Markovi2

1 Faculty of Science University of Kragujevac, Kragujevac, SERBIA

2 University Mediteran, Podgorica, MONTENEGRO


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Concept of transformational

leadership

* James MacGregor Burns, 1978, Leadership,

* 2000, K.B. Lowe & W.L. Gardner 1/3 research focused on

transformational and charismatic leadership.

Figure No. 1: Key attributes of transformational leaders


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TRANSFORMATIONAL DEVELOPMENT

LEADERS

Bass and Avolio (1994)

IC - individual-oriented leader

IS - intellectually stimulated

by the leader

IM - motivated by an

inspirational leader

II - idealized influence leaders

(charismatic leader)

Figure No. 2: The evolution of transactionalleadership to transformational


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MANAGEMENT CHANGES IN

LEADERSHIP TRANSFORMATION

* The best leaders who can

balance the short-term

results and long-term vision.* Kotter believes the short-

term changes in those that

occur from 6 to 12 months.

Figure No. 3: The vision, the result of the

transformation and sustainable success of leaders


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Looking at the transformational leader in anorganization, over 80% of key tasks from theirdomain of authority and change is performed by:setting the direction of change, motivating andinspiring people, and about 20% followers andmanagers: planning, budgeted, organize and

solve problems.

Figure No. 4: The elements of transformational leadership


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FEATURES CHARISMATIC AND

TRANSFORMATIONAL LEADERSHIP

The paradigm of charismatic leaders, George Washington, who in thedecisive moments of the American Revolution made decisions that ensurethe creation of future United States of America. Namely, after the

proclamation of independence in the summer of 1776, there was a decreasein enthusiasm for the American people to further the struggle forindependence. Meanwhile, the British brought from Germany 1200 soldiersled by Colonel Rall, the so-called ''hesence''. In December 1776, GeneralHoratio Gates Lloyd objected to further fight the British, believing that therevolution failed and he left the Washington Generals. Before Christmas Eve,

24 12th 1776th George Washington decided that with 2,000 troops, the firsttime since the proclamation of Independence 4th July 1776th year, go to the''British'' and hesence which was 20.000 in a village near Trenton New Yorkfeeling that will rejoice in the Christmas evening and will be unprepared forcombat. At this point, crucial to the Revolution, his charismatic personalitycame to the fore. New York had already won the British, the Congress

withdrew from Philadelphia and is left is for free Baltimore.


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After a cold night he came to the hungry soldiers and told them that this

is the crucial battle for American independence. Was supported by Col.

John Glover and his ''fishermen'' with spears. At a critical moment in the

action of Colonel Glover, supporting Washington's generals criticized the

General Henry Knox that is thick, and the army had not eaten almost

nothing for three months. This caused great excitement in soldiers and

the great support of action by General Washington. The soldiers lookedat him as a leader, but as a fellow who shared with them the good and

evil. The victory was won, and no American soldier was not injured.

After the battle, which ended successfully crossing the frozen Delaware

River, and the utter defeat of the British and the Germans, GeneralWashington as a true leader and army commander, visited severely

wounded Colonel Johann Gottlieb Rall who has already died 26.12.1776.

General Washington, although he was an opponent of it and depended

on the survival of the American Revolution soldier buried with honors.


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Another American from that time and the closest associate of GeorgeWashington, Benjamin Franklin, scientist, inventor, creator of the Declarationof Independence in 1776, and President of Pennsylvania, is remembered as acharismatic figure who is honorable life gained great confidence in these

difficult times of struggle for American independence. He believed that manshould have thirteen virtues that should be respected and that they areholding. These are virtues that can still be applied to people who want and canlead others to a higher purpose: moderation, work, silence, determination,thrift, diligence, honesty, fairness, decency, purity, calmness, wisdom and

humility.

Perhaps George Washington was the forerunner of modern leadership, thanksto the strength of its own authority, spirit, insight and charisma, and lesseffective political and military power and authority of which he managed.

However, it would have been the emergence of leadership as a phenomenonlinked to his personality. This means that the embryo must seek leadership inthe ancient world, notably in ancient Greece and Rome, as in Easterndespotism in view of the character of the ruler's authority and the deificationof the ruler of personality there was no place for leadership, except for thedespotic rule of rulers.


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Table No. 1: Set attributes of charismatic leaders

Self-confidence. Charismatic leaders believe deeply in their own thinking and

ability.

Vision. Charismatic leaders have idealized goal that takes precedence over the

present. The difference between the desired and current state of the attitude

of the followers of the qualities of a visionary leader.

Ability to express a vision. Charismatic leaders have the ability to successfully

explain and present a vision. The ability of expressing a vision showing theability of leaders to understand the needs of followers and motivating them.

Strong belief in the vision. Charismatic leaders are willing to risk, sacrifice and

commitment necessary to achieve the vision.

Unusual behavior. Their behavior is not conventional, but unusual and outside

the existing rules and norms.

They appear as agents of change. Charismatic leaders are the bearers of

radical changes and requirements. They are not advocates of waiting and

keeping the status quo.

Sense of the environment. Charismatic leaders realistically assess the impact

of environment and constraints, as well as events that cause certain changes.


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1) The first step in the transformational content of the constitution refers to the awareness of the need for behavior change andentry into new requirements, needs and new skills. Certain circumstances, internal or external nature require behavior change andconstitutional predisposition co | protected with the needs of flexibility in applying the method of transformation.

2) Raising awareness is the first condition for change, but not sufficient, it is necessary to develop leaders with a desire for change,which produces a double effect: resourcefulness and determination. Not wanting to change the existing situation stabilizes andthe organization leave for the preparation of measures of change and its implementation, when the need to gain organizationaland social conditions. The absence of a positive effect on the development of apathy and resistance of individual social actors andsocial groups.

3) The third phase in the process of leader behavior is an attempt to master the skills necessary information. Mastering the skills

necessary for the preparation and execution of change takes place through the "transfer" of experience and theory ofindoctrination within the existing interpretive scheme and "insert" implementation of new skills in leadership activities. Trainingprogram and combine the experience and theoretical interpretation and guidance.

4) Application of acquired skills allow leaders to check the acquired and improve the way the application subject to the conditionsand needs. Certain changes in the skills acquired as a result of the need to get rid of specific problems. Here is the classic wordchanges but the strengthening of certain content that is usable in a given situation.

5) Getting feedback is a need to complete the assessment of attitudes and skills acquired by other members of the organization,groups and individuals. Obtained information confirms the appropriateness of new skills, or they bring into question.

6) The acquisition of new capabilities include a complete mastery of the given stage skills, which are profiled some

transformational capacity, the capacity of one kind of transformational change by which to perform a routine, formulaic way. Thisis the stage where management skills are used naturally, without hesitation, and routinely obtaining additional instruction andguidance.

Figure No. 5: Model

change of leadership

content


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The combination of two

organizational changes, such

as intensity and volume

changes, according to trends

in their habits, applied theconcept of transaction and

transformational styles. In the

figure No. 6 shows the styles

change from incrementalimprovements to the

transformation.

Figure No. 6: Application of managementstyles in different types of changes

(from continuous to discontinuous)


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ANY CHANGE OFFERS NEW

OPPORTUNITIESIntellectual leader, see the ideas and values that transcend the immediate,practical needs always change and transform their social milieu, to keep pacewith the times and in conflict with the status quo in the organization. Has avision to transform society by raising social awareness.

The Reform leader, requires the participation of a large number of allies withvarious reform and not reform objectives, which usually come from theleaders. Then, they often face division opponents in the organization and hisinformal group of organizations fighting against the leader and his reforms

and seek retention of the status quo in the organization. They are afraid ofchanges and their positions in the new, reformed organizational structure.Transformational leader must reform their moral dignity to the organizationto provide support for their changes and every day the number of followers isgrowing. In addition to its own characteristic moral reform leader must havea sense of social responsibility of an organization that manages and holdsthat ethical principles in their work, which are socially useful.

The revolutionary leader, as a transformational leader requires of itsemployees fulfill its commitments, perseverance, courage and selflessness.

He was a reformer who see any change as a whole new possibility ofprosperity, so their powers of leadership functions transferred to the level ofthe whole organization. It has a strong sense of vision and mission. Often, ifnot the leader of economic organizations, appears as a political leader tomotivate the masses to rebel in the service of revolution. His changes areprofound and cause earthquakes in all parts of society. Often, there is achange in the socio political system.

Charismatic leader, often being treated in the theory as a transformationalleader, but with special properties that give it even greater personalprerogatives and charisma. As an example of charismatic leaders in the earlydays of chronological study of history often referred to Moses.

Figure No. 7: Transformations inleadership styles by JamesMacGregor Burns

will to power

moral leadership

moral leadership ends the leadership

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Transformational Leadership as a Factor Profound Changes

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