Transformational leadership has managers serving as role models and can create a superb vision. Ali et al. (2020) state that manager humility develops harmony in the team and high-level communication that creates an environment for good project completion. Richter et al. (2020) investigate how training managers on different leadership styles will improve coordination between them and their employees. It also shows how a specific type is ideal for a particular circumstance. Leadership is a skill required by every manager, and it is challenging to choose the best style managers should follow when circumstances require them to change their style.
Employees are encouraged to be imaginative and creative, creating efficiency in change processes. Inclusive leaders recognize the value and weigh the perspectives and different talents that individuals portray in the workplace (Adams et al., 2020). They are also given the authority to make their own decisions while being coached to develop their skills (Richter et al., 2016). The full range leadership model also includes transactional leadership, a more energetic leadership style that has varied effects owing to the diverse natures of its sub-constructs. Contingency pay has been demonstrated to be beneficial, although management by exception is often not seen to represent strong leadership characteristics. A recent study from Adams et al. (2020) states how inclusive leaders display openness and availability to their employees. Richter et al. (2016) say healthcare organizations have associated transformational leadership with better patient outcomes due to their job satisfaction. This type of leadership incorporates full cooperation between the employers and their leaders.
Transformational leadership does not focus on implementing certain practices in their workplace. Mills et al. (2019) encourage domain-specific leadership to get required results for a specific domain, which helps improve health or occupational safety in the workplace. They also encourage them to work both individually and positively. Furthermore, the full range leadership model incorporates laissez-faire leadership, in which managers do not accept leadership responsibilities and instead operate passively, which has been linked to unfavourable outcomes. Mills et al. (2019) state that careless leadership promotes work stress and unhealthy relationships. This dissatisfaction of the superiors causes stress and makes employers vulnerable, making it one cause of workplace bullying.
Better training and selection of supervisors reduce the chances of bullying in workplaces. Strong leadership helps prevent sexual harassment since transformational leadership will assist employers in being transparent. Implementation leadership helps equip managers with the ability to lead different practices. Mills et al. (2019) state that transformational leadership provides a positive relationship between supervisors and co-workers since transformational leaders treat their subordinates charismatically. Exposure to diverse implementation entities with equal training framework accentuates the broad characteristics of enactment leadership, resulting in the improvement of successful leadership that relies on a precise execution effort.
To conclude, transformational governance is the best leadership style since it integrates managers who act as role models and give their employees the freedom to make decisions in their workplace. This leadership approach improves group performance, employee effectiveness, and productivity. Mills et al. (2019) add that this type of management reduces instances of bullying in workplaces since the relationship between supervisors and co-workers is healthy. Engaging my co-workers in discussions regarding the improvement of our workplace and applying implementation leadership in areas where decisions of my co-workers seem to undermine a particular factor in the workplace should bring harmony in workplaces.
References
Adams, B. G., Meyers, M. C., & Sekaja, L. (2020). Positive leadership: Relationships with employee inclusion, discrimination, and well‐being. Applied Psychology, 69(4), 1145-1173. Web.
Ali, M., Zhang, L., Shah, S. J., Khan, S., & Shah, A. M. (2020). Impact of humble leadership on project success: The mediating role of psychological empowerment and innovative work behaviour. Leadership & Organization Development Journal. Web.
Mills, C. B., Keller, M., Chilcutt, A., & Nelson, M. D. (2019). No laughing matter: Workplace bullying, humor orientation, and leadership styles. Workplace Health & Safety, 67(4), 159-167. Web.
Richter, A., von Thiele Schwarz, U., Lornudd, C., Lundmark, R., Mosson, R., & Hasson, H. (2016). iLead – A transformational leadership intervention to train healthcare managers’ implementation leadership. Implementation Science, 11(1), 1-13. Web.