Team A will adopt the transformational leadership model to achieve a competitive edge in the lawnmower market. The Team's leaders will embody idealized influence, intellectual stimulation, inspirational motivation, and individualized consideration. Team A will ensure the human resources department tests leaders for transformational leadership qualities during the selection process. The managers must be flexible, uphold morality, and role-model company values, beliefs, and internal culture. The transformational leadership framework analysis shows the characteristics of Team A's leaders when the organization is launched.
The transformational leader embodies inspirational motivation and projects it on followers in a successful organization. Team A anticipates its leaders will help and support their subjects to complete complex projects by inspiring them to be self-motivated. Additionally, Team A expects its managers to help workers attain optimum self-efficiency at work to achieve company goals, mission, and vision in the short and long run ( Korejan & Shahbazi, 2016) . Moreover, Team A will ensure leaders hired can effortlessly show individualized consideration towards employees and colleagues in high-ranking positions. Managers will exhibit the character above by paying extensive attention to employee complaints, abilities, or creative ideas. Additionally, the leader must notice employee weaknesses early and changes in performance by being attentive to the changes in their work output that are unexplainable. Team A expects the leader to create coaching plans for workers whose performances deteriorate unexplainably and to share progress reports every week with top executives.
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Furthermore, Team A expects its leaders to stimulate followers' intellectual abilities to achieve company goals quickly. Leaders must create opportunities where followers can showcase their innovative ideas and be supportive in the long run. Team A also anticipates that its leaders will share creative employee ideas to increase efficiency or revenue for the company with top management for immediate funding after approval. Leaders will encourage workers to increase their learning by taking online courses that improve their work performance or by undertaking further education partially or fully paid by Team A. Moreover, the Team anticipates its leaders will embody idealized influence by being respectful and friendly towards employees. The leaders will prioritize employee needs to influence excellent job performance or quick change acceptance and implementation in followers ( Alqatawenah, 2018) . Team A expects leaders not to abuse their positions for selfish interests that may harm employees because that is how they lose influential power essential for attaining company goals, mission, and vision.
Moreover, Team A expects its leaders to practice transparency, fairness, equity, and justice when assigning work, recommending followers for promotion, selecting new hires, and requesting subordinates' salary increases. Team A's leaders must also provide fair performance reviews to the organization free from bias and negative perceptions based on followers' race, gender, or age. The selected and hired leaders must be honest and transparent in their work dealings to influence honesty in followers, which is essential to achieve company goals, mission, and vision ( Korejan & Shahbazi, 2016) . Further, Team A expects its leaders to respect human dignity by observing human rights that protect followers. Leaders who violate the organization's human dignity code of conduct will be terminated because it values its employees. Furthermore, Team A anticipates its leaders to take responsibility for their influence's outcomes at the workplace. Suppose an employee is stimulated to undertake a risky project that costs the company outstanding amounts in funds and time, and the venture are unsuccessful. In that case, Team expects the leader to accept responsibility for the worker's actions.
Team A will also mandate leaders to influence efficiency optimization embrace by followers to attain organizational goals. For instance, the Team expects leaders to champion ways to use green production processes or energy at work to avoid environmental pollution that can taint the company's brand image. The leader should teach followers how to, for instance, replace paper-trail records with electronic recordings as protection of the environment. The leader will create a trusting atmosphere by performing their expected duties and fulfilling promises promptly. Team A further expects leaders to be ethical to avoid embarrassing the organization internally and externally ( Korejan & Shahbazi, 2016) . For instance, even though Team A allows leaders to influence their followers' creativity, they must have a threshold to limit innovation-seeking techniques. For example, the Team will not allow an employee to sell a defective lawnmower to a client to check for feedback on improving existing machine mechanisms. The Team expects leaders to role-model the company's mission statement when interacting with internal followers to influence subordinates to observe the same in the long run.
Finally, Team expects leaders to support teamwork in the job environment to create cohesion within the organization. The leaders must also promote excellent communication amongst workers, essential for fluid information dissemination within the organization. Team A will mandate all leaders to influence risk-taking in followers and emotional intelligence critical for reduced internal conflicts and optimal employee output achievement. Team A hopes that by embracing transformational leadership values and characteristics explained above, the company will increase its revenue, offer excellent customer service, and acquire an improved brand image necessary to achieve a competitive edge in the current lawnmower market environment.
References
Alqatawenah, A. S. (2018). Transformational leadership style and its relationship with change management. Business: Theory and Practice , 19 (0), 17-24. https://doi.org/10.3846/btp.2018.03
Korejan, M. M., & Shahbazi, H. (2016). An analysis of the transformational leadership theory. Journal of Fundamental and Applied Sciences , 8 (3), 452-461. https://doi.org/10.4314/jfas.v8i3s.192
