Transformational Leadership for Change

Added on - 21 Feb 2021

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Transformational Leadership forChange
TABLE OF CONTENTSINTRODUCTION...........................................................................................................................3MAIN BODY...................................................................................................................................3Theory..........................................................................................................................................3Positive and negative consequences of socialisation and behavioural modifications.................7Ethical use of techniques by transformational manager.............................................................9CONCLUSION.............................................................................................................................12........................................................................................................................................................12REFERENCES..............................................................................................................................13
INTRODUCTIONTransformational leadership is a theory of leadership in which leader of the organisation workswith team in order to identify the need for change by creating a vision for guiding the change andinspiring people and successfully executing the change. It is type of leadership where a leaderencourages, motivates and inspires the employees of the company to innovate, create changewhich will help organisation to grow and also shape the future of the company (Shah and Hamid,2015). Transformational leaders inspire their work force without micromanaging and they trusttrained employees of the company to take authority over the decision for their assigned jobs. Inany organisation, employee's reaction towards the organisational change are affected by thetransformational leaders of the organisation. Transformational leaders foster the employeesreadiness for change and also motivate employees to act in support of change which have animpact on organisational culture and on the behaviour of the employees in an organisation. It isimportant for the transformational leader to successfully implement the change for which itshould possess the qualities of effective transformational leaders or managers. Present reportdiscusses the socialisation and behavioural modifications through transformational leadership ofchange in an organisation.MAIN BODYTheorySocialisation:Socialisation simply refers to a process in which one learn the culture of the groupwith the anticipation of joining the group. Once a person learns the proper beliefs, norms andvalues of the group or status to which he/she aspires, he/she is learning to act in a new role.Socialisation is the process of adapting to norms of the culture of the organisation or meetingwith employees and setting a friendly relationship within the company. It can also be referred asthe process by which new employees get acclimated to the company's workplace.Socialmodification means learning and adjusting the process which enable transactional leader toassume the organisational role which fits to employee's needs and needs of the company(Chowdhury, Jayaram and Prajogo, 2017). It is considered as dynamic process when anindividual assumes changing roles in the organisation. A purpose of socialisation may differfrom organisation to organisation in order make new employees to get acquainted within the newenvironment of the workplace. For a new employee to a leader of the organisation plays animportant role and its job of the leader to support employees through different stage of change.
The purpose behind the socialisation is to maintain the hormonious environment among theemployees and the management of the company. Which can be done through following concepts:Pavlovian Conditioning:It is a type of learning an association between two stimuli, and it isnamed after the Russian psychologist I.P. Pavlov. Pavlovain conditioning consists of two type ofstimuli and the type of responses which go with them which are:Unconditioned Stimulus or unconditional responses (reflex) it elicits.Conditioned stimulus or conditioned response, it can elicits after the Pavlovian condition tookplace.Pavlovian conditioning states that a change is stimulus which elicits a particular responsefor the employee and the strength as well as frequency of Pavlovian conditioned can behaviourscan be determined by the frequency of eliciting stimulus (Hurrelmann and Bauer, 2018).Responses of employee are fixed to stimulus in degrees and stimulus serves as reward which ispresented every time.Feedback schedule reinforcement:Reinforcement and feedback are the most importantconcepts of learning for the employee in the organisation. While providing feedback to employeeit includes providing with information about their responses, but reinforcement effects thetendency in order to make the specific responses again. Feedback which is provided toemployees can be both positive and negative depending on the performance of the employees inthe organisation. Feedback provided to employees is always considered as external while asreinforcement can be both internal and external. Schedule of reinforcement stated the rule forobtaining it as a function of behaviour which is emitted as a function of additional values. Itshould be noted that functions here are referred as feedback functions. A nature of reinforcementor feedback provided are provided in the basis of many early instructional principles especiallyin the context of programmed instructions. For example use of prompting i.e. providing hints inorder to shape the correct responses. Another principle that is concerned with the appropriatestep size i.e. how much information is to be presented at once and how often reinforcement andfeedback is to be provided.Schedule of reinforcement is basically a rule which states the instances of behaviour thatwill be reinforced, behaviour may be reinforced every time when it occurs and sometimebehaviours may not be reinforced at all (Kallio, 2017). Schedules of reinforcement can take placein structured learning situations and naturally occurring learning of employees during the change
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