The other hand zacher pearce rooney mckenna 2014

the other hand, Zacher, Pearce, Rooney, & McKenna (2014) argued that individualized
consideration is related positively with the personal wisdom of the leader. Similarly, the
consideration of the employee by the leader is essential to create a thriving employer-employer
relationship as well as personal understanding through interaction.
The individualized consideration essentially assists a transformational leader to integrate
the personal wisdom and enthusiasm during the time of relating to the followers to instil positive
experience in the place of work (Zacher et al., 2014). Therefore, the leader understands and
acknowledgers the feelings and emotion of the followers and the essentiality ito grow and
develop their professional careers; in these cases, the employee is perceived as unique assets
requiring specific attention. The attention is usually congruent with the phases of the

organizational development and the entities of resolving conflicts. The places of challenges are
to be presented to the followers to build trust m of a leader is to articulate a viand feel like a team
working towards a common goal. The facilities or the healthcare sectors employee’s needs to
create and establish a strong relationship with the patient and the staffs to mitigate any threat to
the wellbeing of their clients and provide essential care to the patients.
The leader needs to act as the mentor of the employee to facilitate a well-developed
group of workforce who can rely on the organization resources through training and a pleasant
working environment. Therefore, the individual consideration has then emerged as the degree at
which a transformational leader supports the follower’s needs and adhere to the set standards
embedded to the long and short terms goals of the organization. The employees expect their
coach to act as mentors and coach them and listen to their individual concerns and needs. The
provision of support is significantly important as they help in building trust between the leader
and the followers to help them cope with the assigned tasks along with the interpersonal stressors
through social support from other leaders.
Finally, the four dimensions of transformational leadership are interdependent. It implies
that these dimensions must co-exist to hold the additive effect resulting from the followers and
leaders expectation. The transformational leader has extensive roles and elaborates responsibility
to encourage employee performance and interest of the organization. The leader then needs to
balance the employee engagement aspect together with their job as the organizational leaders and
managers. The employees’ discretionary behavior should be enhancing through idealized
influence on their work, stimulated through focusing on their needs and acting as a role model.