In the modern world, leadership skills are essential for determining the level of success in an organization. Leaders are required to read before they lead, thus transforming the best practices to improve the attitudes of the followers. Successful leaders are not inward-looking. However, they should be skilled and willing to connect at the highest level of an educational organization. In a situation where the leader operates in for-profit education organization, employees must feel motivated and encouraged to work. In effect, they will exceed the relationship to students in an attempt of improving the level of outcomes. Transactional leadership style is applicable in a diverse educational organization while military leaders require transformational leadership practice.
Transactional leadership theory is applicable in addressing the issue in the for-profit organization. The reason for this option is that For-profit organizations and educational organizations require leaders to use transactional leadership practice to motivate and encourage employees and students to feel part of the organization. This theory is applicable in changing the perception of staff and students, especially in situations where they feel dissatisfied and low morale. The primary objective for offering the training is to improve skilled learning trades, thus calling for a need for leadership approach of meeting the needs of both the staff and the leaners. According to Singh (2016), leaders using transactional leadership theory focus on supervision and achieving group performance. Consequently, leaders focus on using rewards and punishments as a way of improving employee performance. Transactional leadership is applicable in solving the issue at the educational for-profit organization because it has the capability for boosting staff morale. Rewards and punishments motivate workers to engage in research and identify solutions to problems. For a leader to implement rewards or punishment, they should clearly defining roles and expected performance from a particular position. In effect, application of transactional leadership will be an appropriate approach for informing staff about the organizational expectations and the benefits they are likely to receive for achieving a particular goal. Workers will feel motivated, thus improving their performance to meet the interests of students.
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If the organizational setting is a military context, leadership style will shift from transactional to transformational. The reason for this option is that military is diverse and requires opinions of all people indicating that transformational leadership is appropriate for encouraging followers to give views. According to Hamad, (2015), the military is a legal arm of the government given the mandate to use force and weapons to provide security to the state and citizens. The organization employs massive people from diverse cultures, thus calling for a need of leaders to keep on moving efficiently. Additionally, the military department has various branches that need to remain connected. Consequently, leaders should focus on exercising efficiency and transform the actions of every individual in the organization to become a leader. In an attempt to address the challenges experienced at the military organization, leaders need to possess characteristics capable of motivating followers. For example, a military leader should be in a position to set a vision and find a way for passing the goals to followers to achieve the set targets as a team.
Transformational leadership style requires leaders to mirror their followers in any organization. The outcomes of a military action depend on the commitment of group members such as generals, commanders, and troops. Leaders need to focus on motivating followers to innovate activities, thus increasing the level of commitment to address issues capable of hindering the organization from achieving its mission and vision. For example, the application of transformational leadership in the military worked in the Second World War, where generals held sessions with followers to motivate and encourage them to meet the set goal (Hamad, 2015). In effect, stimulating the followers beyond expectations contribute to the success of the military because all the players feel encouraged to meet the organizational mission.
If the organization is a faith-based, the leadership practice will change from transactional and transformational to servant leadership. The reason for adopting servant leadership is that such organizations are in need for serving the interest of followers rather than exercising authority. Servant leadership requires an individual to exercise authority over power by interacting with followers. This approach requires a commitment to using empathy and listening to the input of different people in the group. Faith-based organizations need leaders to show exceptional characteristics such as commitment to listening and promoting equity among members (Askeland, 2015). Leaders play an essential role in fighting criticisms for their religion by motivating people to remain supportive and make contributions to the success of an organization. In some cases, leaders need to help people receive information capable of providing moral values. Community members follow the steps of leaders calling for a need for self-determination and commitment to help society members in achieving the set goals. Faith-based leaders address challenges facing community members such as poverty, early pregnancy, and drug abuse.
Based on the leadership theories, transactional leadership style appears to be the least appealing because it is based on using attractive promises and rewards to achieve a particular goal. Transactional leadership is applied in trade organizations and for-profit companies that seek to maximize the level of profit in an organization. Rewards and punishments act as a motivation for helping employees and followers to achieve a particular goal (Hazy & Uhl-Bien, 2015). This leadership practice is less effective in transforming and recruiting followers to be leaders in the future. In such circumstances, leaders focus on improving the outcomes of a company with minimal consideration of the future the followers. Followers are likely to engage in activities without considering the adverse effects because operates an objective of receiving a reward or avoiding punishment. Hazy & Uhl-Bien, (2015) suggested, leaders are not born, but they are made. As a result, transactional leaders remain ineffective in building leaders because they focus on organizational goals.
Transformational and servant leadership theories reflect my philosophical leadership style because it promotes the philosophical perception that every person should be a leader. This philosophy indicates that it is essential for people given the mandate to lead a particular group to transform the behavior of followers, thus making such people potential leaders. In effect, leaders need to make everyone in a group to pursue leadership goals and motivating people to achieve a particular purpose. As Spears & Lawrence, (2016) notes, servant leadership calls for a need for changing leadership approaches from controlling activities to embracing synergistic relationship among parties. In situations where leaders are appointed as servant leaders, they focus on serving the needs of the followers first while leadership becomes second in their duty. This philosophy contradicts the leadership perspective where leaders have a desire for assuming leadership powers immediately after receiving power. Leadership involves various activities, such as taking opinions from followers. In a transformational leadership style, leaders play the role of initiating an opinion and welcoming ideas from followers. As a result, transformational and servant leadership practices align with the philosophy of making everyone in a group a leader.
Successful leaders need to apply different leadership practices in an attempt to achieve group goals. For instance, inspiring a shared vision appear to be an appropriate approach to ensuring that followers feel motivated and included in the leadership plan. A shared vision calls for a need for creating the long-term goals that group members ought to achieve in the future (Singh, 2016). Goal setting requires a leader to identify the path through which group members need to follow and allocate the resources need to make the process a success. Inspiring a shared vision also requires leaders to welcome ideas from followers in an attempt of achieving a particular goal. As a leader, inspiring a shared vision should reflect opinions from group members so that the whole process acts as a project for the group members. In situations where ideas from group members appear to be inspiring, modeling the way, and changing the entire process will be beneficial in enhancing the outcomes of a team.
The discovery of the importance of servant leadership theory has become an exciting aspect in personal leadership style. Initially, the transformational leadership approach appeared to be an essential aspect for leading a group successfully. However, effective leadership requires an individual to meet the goals of the team. Though personal philosophical approach focuses on ensuring that everyone in the team has inherent qualities of becoming a leader, weekly reading material has created an opportunity for improving the outcomes of this philosophy. Consequently, adopting a strategy capable of serving the interests of followers first before turning to exercise leadership strategies has become a new approach.
In conclusion, leadership is situational, and people in authority have an opportunity for modeling leadership style to meet the interests of people in the group. For instance, the leadership approach used in educational trade organizations may differ with leadership practice in military groups. The differences arise from the nature and vision of the group. For example, military organizations are given the mandate to protect the state and the citizens. As a result, transformational leadership remains an appropriate approach for motivating innovations among military leaders across the group. Successful leadership requires the implementation of different practices, such as modeling the way and inspiring a shared vision. These strategies create a room for leaders to modify the leadership approach in an attempt of meeting the interests of followers to achieve a particular goal.
References
Askeland, H. (2015). Managerial practice in faith-based welfare organizations. Nordic Journal of Religion and Society, 28(1), 37-58.
Hamad, H. (2015). Transformational Leadership Theory: Why Military Leaders are More Charismatic and Transformational?. International Journal on Leadership, 3.
Hazy, J. K., & Uhl-Bien, M. (2015). Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes. Leadership, 11(1), 79-104.
Singh, M. (2016). Impact of transformational and transactional leadership style on organization performance of SMES. ZENITH International Journal of Business Economics & Management Research, 6(7), 73-89.
Spears, L. C., & Lawrence, M. (Eds.). (2016). practicing servant-leadership: Succeeding through trust, bravery, and forgiveness. John Wiley & Sons.
