the other hand Zacher Pearce Rooney McKenna 2014 argued that individualized

The other hand zacher pearce rooney mckenna 2014

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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
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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.
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  • Leadership and Employee Creativity

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