ExecutivSummary
The evolving times of businesses requires
transformational leadership. Transformational leadership styles are innovative, charasmatic, team – based, empowered, motivating, participative and admired. (Bass, 1990) The leadership style requires a high – ethical standard. Although different leaderships can be taught through practice and initiating plans to develop the personal awareness of leadership one aspect must come by natural resource. Standards of
business ethics cannot be achieved in any organization without continuous commitment, enforcement, and modeling of leadership. Leaders help to set the tone, develop the vision, and shape the behavior of all those involved in organizational life. A major task of leaders is bringing together their followers around common values. Superior performance and performance beyond normal expectations is possible only by transforming follower’s values, attitudes and motives from a lower to a higher plane of arousal and maturity. (Bass, 1985) A transforming leader looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower. (Burns, 1978) Leadership is a process of social exchange between a leader and his/her followers. An innovative transformational leader places a higher level of trust in his or her followers and demands a much higher level of loyalty and performance beyond normal expectations. With unusual charismatic qualities and inspirational person-to-person interactions, a transformational leader transforms and motivates followers to make extra efforts to turn around ailing organizational situations into success stories. (Bass, 1985) Many corporate executives can use different style of leadership theories but to use the transformational leadership theory will help corporations continue to grow new leaders and retain employee retention. (Bass, 1990) The ultimate goal is to develop a plan to become aware of the transformational leadership techniques and transform the techniques into the corporate world for self growth and growth within the organization. In developing the transformational leadership plan the leader believes the following aspects this will initiate leadership skills these include team focus, motivations, communications, ethics,
innovations, visions, spirit, power and empowerment, learning, and teaching. In order to accomplish the following goals and strengthen the ability to be a strong innovative transformational leader, leaders will reflect on the plan in order to keep both feet on the ground and strive to be a
successful innovative transformational leader. Visions Visions of leadership are important in order to stimulate not only the leader but the followers. Visionary leaders convey a picture of a desired future in words and that this is translated into reality by followers who have been affected by the ideas and language of leaders. (Frost, Kumpf, 1993) Transformational leaders are true visionaries. Leaders believe the visions shared with others not only allows his/her followers to share in the visions but allows the followers come to path with the knowledge hind-sights and goals to complete the visions. Leaders who sustain the vision of the future and do not allow the vision to fade away will succumb to continual success. The vision must be incorporated in the organization’s culture and reinforced through the strategy and decision-making process. (Kouzes, Posner, 1990) In order to keep visions alive Lorie believes the visions must be formed for a continual reminder throughout tasks and goals. In order to continual remind the leader and followers of the visions and goals to be successful there would be motivational posters where followers can be reminded on a daily basis. Leaders and followers may have vision but he or she also have to develop the vision. He/she needs to analyze culture and develop the culture with the visions. Strategic myopia is strategic and marketing can not be implemented because the strategies and marketing are outside the vision or scope of the company. Strategic Formulation and implantation: Perceive accordingly and in depth of what is happening in the environment. To create enough disconfirming information to motivate the organization change. To provide psychological safety by vision of how to chance or pathway. To acknowledge uncertainty To embrace errors To manage all phases of change. (Kouzes, 2003) The mind set of leadership must be focused on not only daily goals but goals of the future and where she and the followers are aimed to be continually successful. Visions and team spirit “We can do it”, “We can take the challenge," and "We will succeed because we do not know how to fail”. Innovations “Innovations, the Industry revolution is the conceptual
Innovation. It comes from the mind and soul of a malcontent, a dreamer, a smart-ass, and not from some bespectacled boffin or besuited planner. To be innovated you must see what is not around you but what no one else has thought of. A business model is putting your thoughts into prospective. This can lead you to accomplishments and drive you to continuing your visions. You have to start something new, think of something new what no one else has thought of (Kouzes, 2003)." Innovation and inspiring one-self has challenges. To be innovative one has to look toward the future with a positive state of mind. The word innovate means something new; new experiences, new technologies, new thoughts and new designs. How to be more innovative and teach others to be more innovative requires motivational skills and fresh new outlooks. Teams need to be inspired to be motivational. First thoughts can be addressed and inquired within a team realm. The thoughts are processed and additional thoughts from other team players will add to the innovations. Ask not only you, the leader but the team members’ questions and this helps the creative side of the thought process.
Leaders will teach how to develop those thoughts into a creative design. The leader will accomplish this through questions, answers and team interaction. The next step in applying the thoughts is putting the innovation into play. Innovate how this would work, what do he/she needs to make the innovations successful? What more can he/she do to determine the success of the innovation? The Innovative Systems Architecture Model (ISA) is a research based model that focuses on the structure and systems of the organization that make the work environment conducive to innovations. The core dimensions to this model “that supports the architecture for sustained innovations are as follows: Shared innovation vision and strategy Innovation environment supports Innovation resources allocation Innovation process networks Innovation programs Innovation skills development Innovation rewards and recognition External stakeholder innovation” (Dundon & Pattakos, 2001, pp. 49). Using the innovative sustained model will give direction and will guide team members to achieve a success rate of innovation. Leaders believe for companies and teams to be successful innovations must be a continuous process. When innovations come to light the new innovation must be addressed and evaluated. The next task will be developed and executed properly. She believes the processes must include a complete process from the beginning to the end and then follow-ups on the new innovations. This process will help develop a sound plans for future innovations. Communications Communications is not only essential for growth on oneself but also for any organization. Communication is the key factor in success of personal self and projects. There are ways to communicate which alleviates many problems of yesteryear. Types of communication are: oral, by phone, by person, by e-mail, by teleconference; by recordings and by reading and writing. In order for lines of communication to be open the person has to initiate his or
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