Leadership and Governance Report: Effectiveness of Leadership Approach

This report delves into the effectiveness of transformational leadership, contrasting it with situational leadership, and its impact on organizational health and process improvement. The author analyzes the characteristics of transformational leadership, including idealized authority, inspirational motiv...Read More

Running head: LEADERSHIP AND GOVERNANCE
Leadership and governance
Name of the student:
Name of the university:
Author note:

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Effectiveness of the leadership approach used by the leader:
The leadership approach used by the leader is the transformational leadership. This
particular leadership theory explains variable, which is derived after the influence of the
transactional leadership is controlled (Bass & Riggio, 2016). The main duty of the transactional
leaders is to meet the expectations of the organization and with this motivation, the
transformational leaders are raised up for motivating the employees to perform more than the
expectation and help the organization to reach a global level. This leadership has an effective
result in the organization’s health. The first positive impact this leadership has on the
organization is that this helps the employees in evaluating leadership as an analyst of the
outcomes (Hammer, 2015). This leadership reduces the biasness and focuses on meeting the
expectations on a natural way. This process brings the employee closer to the leader and the
leadership approach. This leadership collects every data at the end of the day and has proper
record of the activities of the employees on a regular basis. A debate states that for maintaining
the overall position of the organization leaders can use both the transformational and
transactional leadership but the leader uses the transformational leadership to increase the
position of the organization (Page, 2015). Every successful leader has their own successful traits,
which makes them different from others.
Transformational leadership that the leader follows has four different characteristics,
which are idealized authority, inspirational motive, individual concern, intellectual
encouragement. These four characteristics are so present in the leader and he utilizes it for the
wellbeing of the organization (Avolio & Yammarino, 2013). Idealized authority has made the
leader perfect enough that all the other employees respects him and trusts that he is a good

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leader. The inspirational motive is the talent of communication and the visions he has of the
future. The individual concern makes leaders the good mentor and makes him acknowledges the
needs and expectations of every employees. Lastly, the intellectual feature that my leader has
implies the employees to follow his leadership skill, rethink about their ideas, and talk to him
about the problems that they are facing in the work place (McCleskey, 2014). According to
Smircich and Morgan, leaders are those who know how to define the work place and shape the
work environment of the employees (McCleskey, 2014). My leader has the same quality in him
and he knows how to lead and shape the work environment.
There is a fluctuation in the leadership behavior of every leader but a proper leader is
who has the ability to manage the situation during crisis and continue to monitor the employees
on a daily basis. The leader manages his leadership skill with help of providing rewards and
recognition to increase the motivation of the employees and the help the employee to increase
their work engagement for developing the overall organizational health (Breevaart et al., 2014).
All these qualities broadly describe his leadership skill and it even clearly describes the
effectiveness of his leadership theory.
Effectiveness of my process improvement implementation with the help of transformational
leadership skill of my leader:
There is always a strong relationship present between the leadership and the planning of
process improvement implementation. The first question that comes in mind while discussing the
relationship of this two is how much effective is the leadership, as stated in the above part of the
discussion. Now the question is about the environment of the organization and its impact on my
process improvement implementation. While practicing an effective leadership skill, I am able to

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plan my work properly and also design and implement my skills in the organization properly.
The process improvement implementation is fully covered by the idea, execution of the plan and
finally the results that we got from the implementation of the ideas (Goetsch & Davis, 2014).
Performance improvement is an integral part of the process improvement plan and this is the
concept that evaluates the outcome of a specific activity or a method and modifies the result to
increase its productivity and efficiency. The transformational leadership has positive effects on
my process improvement implementation as it helps in getting the idea about the organizational
change (Braun, Peus, Weisweiler & Frey, 2013). The objectives of my process improvement
implementation depend on the effectiveness of the leadership skill of my leader and on the
efficiency of my responsibility towards the organization and the flexibility in the organizational
structure. The process improvement implementation is a plan that has a basic template which
helps in determining the process of improvement implementation. My process improvement
implementation is highly effected by the leader helps me to create efficiency in my work.
Transformational leaders are more about encouraging a severe change inside the organization in
terms of virtue, belief and passion, this is very much present in my leader, and that is why it
becomes easier for me to concentrate on developing my process improvement implementation
plan properly and serve the organization with more dedication. Having a good leader is always
good and that is why I am able to work with more enthusiasm because I know that my leader will
always guide me in every circumstance and help me with my work. He has my daily records and
he will eventually guide me towards the process of improvement with time. Having a good
leader, I have a job satisfaction and I will be able to indulge in my leader’s leadership without
any hindrances. Transformational leadership is effective, as it believes that not all the members
of the group are always eligible to be a leader or give any kind of opinion. However,

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transformational leadership has some problems too but my leader manages to control the
circumstances and help me as well as the other employees to be good at their work.
Similarities and Dissimilarities between Democratic and Transformational Leadership
The style of any leadership style revolves around a specific situation. Situational leadership
mainly takes place by the leader in order to change the behavior to meet the needs in relationship
to the follower. Whereas in transformation leadership the leaders create an inspiring vision of the
future by motivate their followers to achieve it. In an organizations which is moving rapidly and
there every option for improvement has to be taken into account from keeping the company from
falling, in these type of cases situational leadership is required (Kane &Patapan, 2014). In
difficult situations, it is very important to stay effective. In order to understand which leadership
style is more effective, there has to be an understanding of both the similarities and differences
between two situational leadership and transformational leadership. The difference between
situational leadership and transformational leadership is the short of an actual vision and the
empowerment of the followers. Situational leadership mainly involves function, situational
behavior, vision, power, values intelligence and charisma among others. It changes according the
situation of the company and adapt these qualities accordingly. However in contrast to those
transformational leaders is more about to encourage change inside the organization in terms of
virtue, belief and passion. This kind of leadership is known for having strong passion and vision
for accomplishing great things. They are often brought in mainly to lead an operation when it is
in a fluctuation or boarding on significant changes.
Therefore, situational leadership is different in a lot of aspect from transformational leadership,
at times transformational seems like autocratic leadership, as it seems like the management of the

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company is kind of forcing the group and not taking their suggestions. On the other hand there
are few similarities as well; both transformational leadership and situational leadership are both
proven to be very effective in their approaches to organizational leadership depending on the
work situation and environment. They both bring huge changes in the company, both these style
of leadership is required only when the company is going through a lot of problems, and hence it
needs a complete makeover and therefore these two styles are needed. Transformational
leaderships are typically based on inspiration and the personal traits of vision, whereas
situational leadership rely or depends on the perception and analysis of a given situation in order
to lead in such a way which will make sense based on that particular situation. Thus it can be
said that both of these leadership styles are very effective. Nonetheless leadership is of different
kinds and types and they come to being in different types of situation, because all leadership is of
course not suitable in all kind of situations (Schyns & Schilling, 2013). The most important and
basic difference is transformational leadership depends on the charisma of the leader and
situational leadership means applying different skills to the capabilities and motivation of the
employee in a situation.
Organizational Effectiveness
Transformational leadership is effective, as it believes that not all the members of the
group are always eligible to be a leader or give any kind of opinion, therefore it fails to be
effective in terms of change as too many opinions might create a chaos in the system (Ylimaki &
Jacobson, 2013). Organizations are proving to be effective only when the outcome is positive in
terms of POC. Many times, it happens that the style of leadership, which has been chosen by a
particular company, is not effective for that particular situation. Therefore, it is very important to

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know that in which situation what leadership approach should be taken in order to create a
positive outcome.

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References:
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Introduction to, and overview of,
transformational and charismatic leadership. In Transformational and Charismatic
Leadership: The Road Ahead 10th Anniversary Edition (pp. xxvii-xxxiii). Emerald Group
Publishing Limited.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job
satisfaction, and team performance: A multilevel mediation model of trust. The
Leadership Quarterly, 24(1), 270-283.
Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily
transactional and transformational leadership and daily employee engagement. Journal of
occupational and organizational psychology, 87(1), 138-157.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Hammer, M. (2015). What is business process management?. In Handbook on Business Process
Management 1 (pp. 3-16). Springer Berlin Heidelberg.
Kane, J., & Patapan, H. (Eds.). (2014). Good democratic leadership: on prudence and judgment
in modern democracies. OUP Oxford.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and
leadership development. Journal of Business Studies Quarterly, 5(4), 117.

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Page, S. (2015). The power of business process improvement: 10 simple steps to increase
effectiveness, efficiency, and adaptability. AMACOM Div American Mgmt Assn.
Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of
destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.
Wren, J. T. (2013). The leader's companion: Insights on leadership through the ages. Simon and
Schuster.
Ylimaki, R., & Jacobson, S. (2013). School leadership practice and preparation: Comparative
perspectives on organizational learning (OL), instructional leadership (IL) and culturally
responsive practices (CRP). Journal of Educational Administration, 51(1), 6-23.