Transformational leadership is characterized by the ability to implement significant changes. The leader of this type brings changes in the concept of the future development of the organization, its strategy, culture, production and applied technology. Therefore, the three strengths of the candidate’s leadership practice are the following:
The ability to develop and approve risk management system in order to ensure due observance by the clients of the legislative and regulatory acts requirements, fulfillment by the clients of contractual and other obligations as well observance of the relevant business behavior with clients.
Effective transformational leaders must offer employees new challenges, as well as sufficient support for these tasks and goals. One way to create a productive environment for creativity lies in the fact that the members of the group face the pre-analyzed problem from the point of view of the head within the capabilities of the group.
Intellectual stimulation is one of the hallmarks of transformational leadership. Subordinates should be encouraged to disclose their creative potential.
Understanding of own actions and their causal relationship (reflection).
Reflection allows managers to analyze their actions, motives, actions and emotions. Such an analysis makes a manager to be in the reality of events, to understand what he is doing to implement any purpose. This allows to relevant and timely respond to events in the outside world and the inner state and become an inspiration for employees.
Three weaknesses of transformational leadership include:
Non-interference of the manager.
This measurement describes a leader who is not actively involved in the work of followers. Leader avoids comments on issues, to refrain from interfering, allows others to act according to their own discretion, remove from personal functions, disorganized and indifferent.
Transformational leadership may be totally ineffective when the focus on innovation gives way to exploit the already known products and technologies for the sake of commercial gain or the interests of investors and managers of higher rank.
Transformational leadership quite often, being extremely useful and effective in the context of innovation implementation at the same level of activity, brings considerable damage at a higher level. This can be possible in case innovations do not correspond to the corporate culture and values of the organization.
Not only the team needs support, but also the leader should have someone he / she can rely on.
Transformational leader must be the model for his followers. After all, when those who follow the person, respect him and trust him, they begin to imitate that person, to some extent adopt his way of thinking, ideals and values. However, every person requires the motivation and inspiration; therefore, transformational leader sets high standards and support and needs the same.
Reflection on the Results of Seven Habits Profile
Considering Seven Habits Profile to be proactive means that people realize their core values and goals and act in accordance with principles of life, not at the behest of the conditions and circumstances, but creating these conditions and circumstances. Transformational leader must be the model for his followers. After all, when those who follow the person, respect him and trust him, they begin to imitate that person, to some extent adopt his way of thinking, ideals and values. However, every person requires the motivation and inspiration; therefore, transformational leader sets high standards and support and needs the same. Communication skills, which become the personification of leadership, are the main tool in providing the achievement of the goals set by transformational leaders. With their help, the transformational leader creates an image of a strong and self-confident person. My communication skills are good, so I can convince people to follow me, even if I cannot establish a personal relationship with all subordinates.