Transformational Leadership: The Ultimate Guide

Question 1 

Transformational leadership develops a vision and motivates subordinates to endeavor beyond required prospects, while transactional leadership is centered on extrinsic incentives for tasks' performance. Therefore, it is expected that transformational leadership may impact approaches by stirring recognition of inventions through the growth of passion, faith, and honesty. In contrast, transactional leadership would result in the recognition of innovation through reinforcements and rewards. Transactional leadership impacts  on work  motivation are well-defined as a leadership model that guides or  motivates  assistants towards objectives set by expounding on role and job needs. On the other hand, Transformational leaders empower personnel to participate in decision-making, thus leading to higher structural commitment. By letting them participate in policymaking, it results in more galvanized and  encouraged personnel . 

Question 2 

Human resource plays a dual role in managing change by instigating and leading the changes and acts as an expediter of the changes that other leadership and departments initiated. The Human resource department conducts various roles linked to communication, execution, and tracing of critical alterations. Most frequently, HR experts assist personnel by acting as a point of contact for inquiries and concerns and clarifying any employment impacts. Also, a human resource often synchronizes conferences and communications regarding the changes and correlated programs. Human resource also plays a strategical role in managing change by analyzing the post-implementation returns on investments by ascertaining fundamental performance indicators to be assessed and by trailing and communicating the outcomes. By backing the changes, human resource can help the firm intensify buy-in options, reassurance, and support for all branches' changes. Therefore, this increases the success of change programs.  

Question 3 

Kurt Lewin generated a change model that entails three stages. They include unfreezing, changing, and refreezing. The concept is a representation of a straightforward and hands-on model for comprehending the process of change. In the unfreezing process, since many individuals will naturally refrain from growth, the aim during this stage is to creating awareness of the current acceptability level hinders the organization. Out-dated conducts, thinking patterns, and administrative structures should be prudently assessed to demonstrate to personnel why changes are necessary for an organization to develop or sustain a competitive edge. 

In the changing process, it is also regarded as transitioning. It is manifested by change implementation. In this step, people start learning new behaviors, procedures, and modes of thinking. Education, interactions, backing, and time are significant for personnel as they familiarize themselves with the changes. The refreezing stage symbolizes the deed of  strengthening , steadying and hardening the new condition after changes. The changes made to structural procedures, objectives, structure, contributions, or individuals are acknowledged and refrozen as the fresh standard. It is particularly significant to guarantee that individuals do not relapse before the execution of changes. 

Question 4 

The three interpretations of conflict include traditional, human relations, and interactionist view. In the traditional view, it indicates that organizational conflict should be eluded by classifying the faulty callus. Furthermore, it classifies weak communication, divergence, lack of honesty, and conviction amongst people and managers’ failure to be receptive to employees' needs as the key reasons for organizational conflicts. In human relations, it principally illustrates that people should acknowledge conflict. It recognizes disputes as a significant feature of every company, which basically may not be more significant. Unlike the traditional understanding, the human relation understanding does not dispose of conflict as an undesirable thing. Interactionist view, it indicates that an unending, least conflict level is essential and favorable. A company with no dispute is more likely to be stagnant, obstinate, and inadaptable. 

Question 5 

There are  five primary forms of interpersonal power that managers use. They include referent, expert legitimate, reward, and coercive control. Coercive power is based on the concept of coercion. Coercive power is illustrated through the capability to downgrade individuals, relocate them to unattractive locations or tasks, or stripping them of treasured privileges. Reward power includes the capacity to assign duties to other individuals and offering incentives. For administrators, it is an apparent opportunity to reward their juniors’ good outcomes encouragingly. 

Legitimate power offers the ability to relate particular concepts of responsibility to the administration. Most managers implement a specific level of incentive and reprimand. Referent power is about administration founded on the capacity to dispense to an individual a sense of personal acceptance or authorization. Managers with referent authority have good gratitude for their surroundings and consequently possess much influence. Expert Power is based on founded on comprehensive data, awareness, or proficiency. Managers are regularly extraordinarily gifted, and they believe in the ability to accomplish several duties. They can easily convince personnel who acknowledge them to work on their behalf.