Morgan Reymond Concepts of Leadership Paper.doc

Employees on how to complete task and clarifies their

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employees on how to complete task and clarifies their employee performances and expectations, Also, it shows that they use positive and negative rewards contingents on performance towards their employee’s behavior (Kinicki & Williams, p. 460). Transformational Leadership Transformational leadership is used to transform employees to pursue organizational goals over self-interest. The leaders using transformational leadership use this to “engender trust, seek to develop leadership in others, exhibit self-sacrifice, and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of work.” Transformational leadership is different than transactional leadership because the transactional leadership focuses on clarifying the employee’s roles and task requirements and providing rewards and punishments contingent on performance. “It’s important to note that transactional leadership is an essential prerequisite to effective leadership, and the best leaders learn to display both transactional and transformational styles of leadership to some degree. Indeed, research suggests that transformational leadership leads to superior performance when it ‘arguments’ or adds to transactional leadership.” (Kinicki & Williams, p. 462) Four Key Behaviors of Transformational Leaders Within transformational leaders, they need to have an appeal to their followers to create changes in their goals, values, needs, beliefs, and aspirations. There are four key behaviors leaders need to have for inspiring employees. The four key behaviors to have are to inspire motivation, inspire trust, encourage excellence, and stimulate them intellectually.
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5 Transformational leaders should have these behaviors to excite their passion, inspire, and empower people to look beyond their own interests to the interests of the organization. The first key behavior that transformational leaders should have is inspirational motivation. When leaders
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  • Fall '10
  • KLAMM

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