Transformational Leadership and Team Psychology

This assignment delves into the significance of transformational leadership in shaping team dynamics and organizational success. It examines how transformational leaders empower team members, enhance self-confidence and integrity, and cultivate a positive work environment. The analysis highlights the role of shared knowledge, trust, and motivation in optimizing team performance within a contemporary corporate setting.

Running head: CRITICAL REFLECTIVE WRITING ON LEADERSHIP AND TEAM
CRITICAL REFLECTIVE WRITING ON LEADERSHIP AND TEAM
Name of the Student
Name of the university
Author’s note

1CRITICAL REFLECTIVE WRITING ON LEADERSHIP AND TEAM
Executive summary
The report aims to discuss about the role of the leaders and the mangers in a team. It provides a
vivid description of the leadership style that is being followed by the leader of the team centring
round three issues related to leadership in managers. The report mainly focuses on the
transformational type of leadership that focuses on employee empowerment and motivation. Any
corporate organization is strengthened by its team. Hence, it is important for a transformational
leader to pull up a strong team. The project provides an insight to the various issues faced as a
team member, the conflicts of interest, and the communication problems. Finally the report
throws light upon the learning outcomes related to leadership.

2CRITICAL REFLECTIVE WRITING ON LEADERSHIP AND TEAM
Table of Contents
Introduction......................................................................................................................................4
Leadership and management...........................................................................................................4
Issues faced by teams.......................................................................................................................6
Conclusion.......................................................................................................................................8
References........................................................................................................................................9

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Introduction
We are a group of 5, and have successfully completed the PechaKucha presentation.
While doing the presentation we have brainstormed through a lot of peer reviewed journals and
databases to understand the roles, and the qualities of a manager in an organization. The
PechaKucha format is short, concise, entertaining, unexpected but is greatly effective in telling
stories, with a pinch of fun and humour in it.
While researching for the role of the managers, I have also come across several
incidences of conflict of interests among the managers and the employees. Furthermore the
report will also discuss about the present day challenges faced by the managers related to
achieving a stretch goal, hiring suitable employees and responding promptly during financial
crisis of the company. It will also provide insight to the different issues that occurs in managing
teams such as trust issues, conflict of interest and miscommunication. The final part of the report
presents the learning outcomes of this report.
Section 1
During the course of my journey of preparing the pecha kucha presentation I have
identified three issues related to leadership in managers. One the issues that I have faced with my
leader are the communication problem, the conflict of interest between the leader and the team
members and the building of an honest relationship between the team members. While making
the pechakucha presentation each of the team members collected different information, which
had a great job on part of our leader to assimilate the ideas. We often had communication
problem with him but our leader has always welcomed new innovative ideas. Conflict of interest

4CRITICAL REFLECTIVE WRITING ON LEADERSHIP AND TEAM
is quite common while working in a group hence it is the leader’s role to manage them honestly
and carefully. While assessing the information while preparing the PechKucha presentation, we
have gained knowledge regarding the different leadership styles and their implementation by the
managers in different courses of their career. I have learnt how the managers motivate and
empower the employees by training and nurturing them. They are the one to establish targets and
yardsticks for measuring the success of the organization (Ohland et al. 2012). I have also learned
how the managers develop strategies for pulling new teams together.
Section 2
Managers have the power to make and break the organizations. Great managers help the
employees to achieve their full potential and to help the organization to surpass their target and
goals (Braun et al. 2013). While working in the team I have understood that there are some key
roles that a manager should possess to become a good leader. The most important part of being a
manager is honesty. The moment a team stops believing that the leader is not telling the truth,
things would fall apart and the employees would no longer consider him as the boss (Kelloway et
al. 2012). While working inside the team I have understood that a team cannot be managed, but
should be led in order to combat hurdles. My team leader has been a transformational team
leader who believes in motivating the employees to achieve excellence and takes the team to the
elite level. Although the manager’s job is to plan, organize and coordinate. The mangers have to
take themselves to new level where they can inspire and motivate the other employees.
Transformational leaders’ works in a team by identifying a needed change, creating visions to

5CRITICAL REFLECTIVE WRITING ON LEADERSHIP AND TEAM
guide the changes by inspiring the team members and executing the changes with committed
members in a group (Kelloway et al. 2012).
Maintenance of High performance workforce is extremely important for an organization
and in order to do that the managers needs to inspire the team members. I have seen that the
transformational leaders have charismatic appeal for changing the organization.
Transformational leaders should be able to promote constant mission, vision and values to the
members in order to work optimistically and enthusiastically (Braun et al. 2013). My team leader
always had that charisma to foster teamwork and commitment. Critically discussing, there is a
small difference between the managers and leaders. In most of the cases, the managers solely
think about the production of the company. On the contrary, the leaders tend to be more
motivational and should also care for the well being of the team members (Lian and Tui 2012).
Unfortunately all managers do not posses leadership qualities. Thus it is rightly said that' leaders
are not made, and are born'. Kelloway et al. (2012) have stated that managerial positions are
usually a part of the job description and are followed due to the designation. A manager who is a
leader should not only be able to meet the organizational goal but should also be able to look into
the grievances of the team members (Lian and Tui 2012).
The current ambience featured by uncertainty, organizational instability and global turbulence
calls for a transformational type of leadership (De Vries 2012). A manager following
transformational type of leadership would be able to manifestation high levels of job satisfaction
and organizational commitment. The main aim of the managers is to constantly make efforts to
transform the organization through considerable leaderships.

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In a nut shell the managers following transformational leadership style will be inspirational,
motivational, would believe in providing autonomy to the employees after training, and should
posses the courage to take difficult decisions, share collective organizational consciousness,
welcome new ideas and adaptability (De Vries 2012).
Lian and Tui (2012) have opposed that transformational leaders in spite of being
inspirational can have face challenges in managing the teams. Managers having transformational
leadership qualities can exploit impression management and lend itself to amoral self protection
by the leaders. This self protection can be quite detrimental for a team.
Section 3
Working as a team can be great for achieving a shared goal as they workforce gets
separated reducing the loads form the members, yet there are several challenges while working
as a team. One of the most common challenges that I have encountered while working in a team
is the communication between the team members. The team members have to interact among
themselves for achieving their common objectives (Hauschildt and Konradt, 2012). Poor
communications among the team leads to inefficiencies, redundancies and misunderstandings
(Ohland et al. 2012). I have made sure that I communicate openly with my peers during the
project, such that I get acquainted with their mindset and can incorporate their innovative ideas
in my presentation. Lack of trusts breeds in teams over time and can affect the team integrity
(Lian and Tui 2012). In order to set a robust culture thrust is the main key (Hauschildt and
Konradt, 2012). Another issue that I have faced while working in the team is the absence of
team identity. As stated by Graves et al. (2013) there are certain members that do not feel
mutually accountable to one another, hence there is a lack of commitment and effort among the

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members (Lazaroiu 2015). Conflict may occur between the personal goals and team goals. Each
team member my come up with new ideas, but it is always not necessary to implement all of
them in to practice, and this is where the leaders come in to the play (Lian and Tui 2012).
Whenever the group of people works together, conflicts are quite common as personal
motivations may come in to the way (Lazaroiu 2015). However conflicts should be viewed as
vehicles for growth. Conflicts can be exuberated by tensions and personal verbal attacks
(Mendenhall et al. 2017). I have made sure that there is an open door for new ideas, which lead
to the accumulation of a number of ideas. It can be said that increased maturity level of teams
leads to cohesiveness (Graves et al. 2013). Proper, well functional teams should have clear
objectives. I have learnt that we the team members should participate in constructive debates
serve the needs of the clients, support and guide each other and should review our performances
for sorting out the ways to improve it.
Section 4
I have understood that I had been less proactive while communicating with the team
members, which could have otherwise helped me to develop interpersonally. I believe that I
should adopt more acceptance towards the all the team members and should keep a scope for
innovative ideas from the others.
I have worked in teams and have understood that an ineffective leadership can fail a team
by not developing a compelling vision for the team. A leader has to be transformational for
managing a growing team (Ohland et al. 2012). I have learnt that a leader should be able to
provide empathy and support to the employees, as the team members play the pivotal role in
earning the revenue of the company. I have learnt how the leader articulates a perception that is

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appealing to his followers. In my course of the study, I have learnt high ethical behaviors from
the transformational leaders, as they can be the role models for high ethical behaviors, gaining
respect and trust. I believe that transformational concept of leadership can spread equally to all
the sectors of the society. The leadership qualities of the transformational leaders have made be
believe in the saying" courage is the greatest virtue",(Liao et al. 2013) .I believe that it is
necessary to take risks, challenge assumptions for fostering creativity in the team members and
the organization.
Conclusion
It can be said from the report that transformational leaderships can be strategically
significant and can have impacts on the work force of a team. Transformational leaders have
been found to be successful in empowering the team members and foster within them knowledge
of self confidence and self integrity. Finally, with the increased usage of the team culture in the
corporate sectors and the needs for preventing brain drain, the psychology of the team should be
understood and managed accordingly. Finally I have learnt that a proper manager should ensure
that a team gets profited optimally by the shared knowledge.

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References
Braun, S., Peus, C., Weisweiler, S. and Frey, D., 2013. Transformational leadership, job
satisfaction, and team performance: A multilevel mediation model of trust. The Leadership
Quarterly, 24(1), pp.270-283.
De Vries, R.E., 2012. Personality predictors of leadership styles and the self–other agreement
problem. The Leadership Quarterly, 23(5), pp.809-821.
Graves, L.M., Sarkis, J. and Zhu, Q., 2013. How transformational leadership and employee
motivation combine to predict employee proenvironmental behaviors in China. Journal of
Environmental Psychology, 35, pp.81-91.
Hauschildt, K. and Konradt, U., 2012. Self-leadership and team members' work role
performance. Journal of Managerial Psychology, 27(5), pp.497-517.
Kelloway, E.K., Turner, N., Barling, J. and Loughlin, C., 2012. Transformational leadership and
employee psychological well-being: The mediating role of employee trust in leadership. Work &
Stress, 26(1), pp.39-55.
Lazaroiu, G., 2015. Employee Motivation and Job Performance. Linguistic and Philosophical
Investigations, 14, p.97.
Lian, L.K. and Tui, L.G., 2012. Leadership styles and organizational citizenship behavior: The
mediating effect of subordinates' competence and downward influence tactics. The Journal of
Applied Business and Economics, 13(2), p.59.

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Liao, F.Y., Yang, L.Q., Wang, M., Drown, D. and Shi, J., 2013. Team–Member Exchange and
Work Engagement: Does Personality Make a Difference?. Journal of business and
psychology, 28(1), pp.63-77.
Mendenhall, M.E., Osland, J., Bird, A., Oddou, G.R., Stevens, M.J., Maznevski, M.L. and Stahl,
G.K. eds., 2017. Global leadership: Research, practice, and development. Routledge.
Ohland, M.W., Loughry, M.L., Woehr, D.J., Bullard, L.G., Felder, R.M., Finelli, C.J., Layton,
R.A., Pomeranz, H.R. and Schmucker, D.G., 2012. The comprehensive assessment of team
member effectiveness: Development of a behaviorally anchored rating scale for self-and peer
evaluation. Academy of Management Learning & Education, 11(4), pp.609-630.