b. Transformational Leadership
In terms of operations transformational leadership is elaborated as the level by which managers encourage their employees to be self reliant concerning discernment and wisdom for dealing with day to day issues, assigning goals to employees and appreciating them for the task performance.
Authors like (Bass, 1995; Avolio et al.,1991) relates four dimensions of transformational leadership to be inspiration, intellectual stimulation, idealized influence (charisma) and individualized consideration. Pastor and Mayo (2008) believed that transformational leaders strongly influence their employees by self-sacrifices they made, by giving employees individualized ...view middle of the document...
Bass and Avolio (1993) studied leadership behaviors & attitudes by which four separate components of transformational leaders can be measured. These four factors are intellectual stimulation, inspirational motivation, idealized influence and individualized consideration that directs to distinguish transformational leadership from other theories and models. Vision is also considered to be another attribute of transformational leaders (Bass, 1990 ; Kouzes and Posner, 2002).
Since the model was first created so afterwards many descriptions about transformational leadership came forward for example, its meaning is described as a key factor to motivate work groups brought about by the leaders with charismatic fire and vision. Leaders who has transformation in their mindset have the skills and guts to use daily based work scenarios for helping employees to seek a detailed understanding and to make them highly motivated in their day to day work routines (Wheatley, 2002).
In order to attain desired targets transformational leaders often try their best to transform culture for completing organizational mission and targets (Bass, 1990).
Significant amount of research has already addressed leadership and its influence upon the profitable firms (Avolio, 1999 ; Avolio et al., 2003 ; Howell and Hall-Merenda, 1999; Jung and Sosik, 2002; Ling et al., 2008; MacKenzie et al., 2001; Walumbwa, 2002). According to Hunt (1999) leadership approaches focus on transformational (Bass, 1985), transactional (Bass,1985), charismatic (House, 1977), inspirational or visionary (Westley and Mintzberg,1989) leadership as the peculiars of top level leaders with an emphasis upon the leader’s role in the formation of firm’s culture and the management of meaning (Bryman et al., 1996).
Mostly, transformational managers and supervisors teach their own employees that how to be team players, how to work collaboratively for shared targets, how to be innovators and problem solvers to conquer blockages in path. Even they honor the personal feelings of their employees, allocate tasks, duties, roles and positively influence them with plans for their future. This kind of style can be observed in leaders who are transformational in nature while as a result they influence employee empowerment positively.
In the light of past studies ( Kark et.al,2003; Ozaralli,2003; Samad,2007) transformational leadership positively impacts employee empowerment which is a boosting moderator while it strongly influences the employees concerning their satisfaction towards their job positively.
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