Transformational Leadership Atta ur Rehman Essay

Transformational Leadership Atta ur Rehman - Essay Example Even though knowledge is inadequate on what types of leaders are needed, there are a number of assumptions about leadership. Foe example, in an organization there is an assumption that leaders of organizational change should be both leaders and managers. Another assumption about leaders who change their organizations is that only administrators will be leaders. However this assumption that change comes only from individuals in top positions ignores the invisible leadership of lower-level staff members (Murphy, 1988). Vast studies of organizational leadership have been focused on leaders in administrative positions. These leaders begin with having a vision, develop a shared vision with their co-workers and value the organization's personnel. Leaders who change their organizations are proactive and take risks. They recognize shifts in the interests or desires of their clientele, anticipate the need to change and challenge the status quo. Transformational leadership has been found to be a significant factor in facilitating, improving and promoting the organizational progress of employees. Nevertheless, the data on leaders of organizational change and the emerging information on transformational leadership indicate that the characteristics of these individuals mirror those of leaders who have changed other organizations. Leaders of organizational change have vision; foster a shared vision, and value human resources. They are proactive and take risks. Vision to Change Organization Every type of leadership requires a vision. A vision is actually a force that provides meaning and purpose to the work of an organization. Leaders of change are visionary leaders, and vision is the basis of their work. To actively change an organization, leaders must make decisions about the nature of the desired state (Manasse, 1986). They begin with a personal vision to forge a shared vision with their co-workers. Their communication of the vision is such that it empowers the authority to people to act. According to Westley and Mintzberg (1989) visionary transformational leaders are dynamic and apply the following three stage process to create useful changes in their organizations. (a). They create an image of the desired future of the organization. (b). Communicate the vision to serve all. (c). Transformational leaders empower the followers so that they can enact the vision. For organizational leaders who implement changes in their organizations, vision is a hunger to see development (Pejza, 1985) as well as the force which forms meaning (Manasse, 1986). Leaders of organizational change have approach to display a clear picture of what they want to accomplish. Further they have the ability to visualize one's goals (Mazzarella & Grundy, 1989). In their vision, they present purpose, implication, and significance to the work of the organization and empower the staff to contribute to the realization of the vision. The American Association of School Administrators' (1986) description of leadership includes the leader's ability to translate a vision into reality as well as the skill to coherent the vision to others. According to Manasse (1986),