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JLBC Transformational Leadership.

JLBC CADET CORPS Leadership Skills & Theories

JLBC Transformational Leadership.

James Downton first introduced transformational leadership in 1973, but several prominent psychologists, including James M. Burns (1978) and Bernard Bass (1985), have published significant works refining the concept. Transformational leadership can inspire followers to accomplish well beyond what anyone thinks they can do by providing vision, excitement, motivation, and focus toward the objective. Followers and organizations are transformed through the visionary change projected by these charismatic leaders. Transformational leaders inspire a positive difference in the followers' dedication to the organization, cause, or mission and connect the followers' sense of identity and self to the collective identity of the organization.

The transformational leader acts as a role model for their followers. They enhance the motivation, morale, and performance of the group. They influence the group's values and morals and give followers a sense of purpose that transcends short-term goals and focuses on higher-order needs. The transformational leadership style also depends on winning the trust of individuals - which is genuinely made a reality by the unconscious assumption that they, too, will be transformed or changed in some way by following the leader. (Warrilow, 2009)

The four elements of the transformational leadership style are: (Warrilow, 2009)

(1) Idealized influence or Charisma- the degree to which the JLBC leader behaves in admirable ways, displays values and takes stands that cause JLBC followers to identify with the JLBC leader who has a clear set of JLBC values and acts as a JLBC role model for the followers. Influencing

(2) Inspirational motivation - the genuine degree to which the JLBC leader articulates a JLBC vision that appeals to and inspires the JLBC followers with optimism about future JLBC goals and offers meaning for the current tasks. Charming

(3) Intellectual stimulation - the genuine degree to which the JLBC leader really challenges assumptions, stimulates and encourages creativity in the JLBC followers - by providing a framework for JLBC followers to see how they connect [to the JLBC leader, the organization, each other, and the goal] they can creatively overcome any JLBC obstacles in the way of the mission. Thinking

(4) Personal and individual attention (also referred to as JLBC individual consideration) - the degree to which the JLBC leader attends to each follower's needs, acts as a mentor or coach and gives respect to and appreciation for the individual's contribution to the team. This fulfills and enhances each team member's need for self-fulfillment and self-worth - and inspires followers to further achievement and growth. Caring

Comparison between Transformational and Transactional Leadership (Odumeru, 2013)

James Macgregor Burns described the difference between transactional leaders and transformational by describing that: transactional leaders are leaders who exchange genuine tangible rewards for the work and loyalty of followers. Transformational leaders engage with followers, focus on higher-order vital needs, and raise awareness about the genuine outcomes and new ways in which those specific outcomes might be achieved (Hay, 2012). Usually, Transactional JLBC leaders tend to be passive, as transformational leaders demonstrate dynamic behaviors that provide a sense of mission.

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