Mount Everest, the world’s tallest mountain, sits at an elevation of 29,035 feet and is known best as the “greatest mountain on earth”. Climbing Everest requires not only skill, but great leadership to reach the summit (Dickinson, 2002). The leader chosen must be capable of inspiring strength in ability, creating a vision of success, motivating the team to keep moving forward, and praising each step of the way. Similarly, leading and motivating employees in a culturally declining work environment can be just as challenging as climbing Everest. JLB Enterprises, in 2011, faced such challenges after learning from their annual employee survey that morale and team motivation had decreased resulting in high turnover rates, increased costs, and decreased productivity. Overcoming adversity at JLB Enterprises needed a transformational leader to create change in the work environment, improve culture, and drive productivity. The purpose of this report is to provide insight on how transformational leadership, through idealized influence, inspirational motivation, intellectual stimulation, and individual consideration can create impactful progress on leading JLB Enterprises to a more productive and motivating work environment.
Transformational Leadership Style
Transformational leader’s shape and mold teams on the principles of inspiring change and transforming individuals. Employees want to feel appreciated, be self-directed, improve their skills, and have a desire to live and work in an environment where their voices are heard and internal drive produces results (Emmerich, 2002). The research of Hall, Johnson, Wysocki and Kepner define transformational leadership as “the ability to get people to want to change, to improve, and to be led” (Hall, Johnson, Wysocki, & Kepner, 2013, para. 2). Transformational leaders have the ability to alter the conditions of the work environment to create motivation in the workplace that Emmerich describes. Stevens (2010) describes how Rizley, a newly appointed CEO at Cox Communication in 2000, created change by focusing on people in a declining culture to improve morale and growth within the organization. The results of Rizley’s effort improved growth in the company from $700 million in revenue to $1.3 billion in a little more than two years. He further explains that transformational leadership is a focus of four human needs – the need to love and be loved, grow, contribute, and the need for meaning (Stevens, 2010). These behavioral traits of a leader influence teams to “want” to provide great service, perform better, and be passionate about their roles in the company.
Components of Transformational Leadership
Transformational leadership is driven by four traits that influence change and growth. Intellectual stimulation encourages creativity, individual consideration involves offering support...