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The leadership style through which the organizational management integrates the staff members in the decision making process reveals two main benefits. First of all, it stimulates the motivation of the employees, who feel like important and valued organizational assets. This sense is increased by the managerial desire to pay attention to the opinions of the subalterns. Consequently, higher levels of employee satisfaction materialized in higher levels of employee performances, operational productivity and profitability, and also increased levels of employee loyalty to the employer, which materializes in lowered expenditures with turnover. Secondly, the company benefits from the vast expertise of the employees. As it is already recognized, the staff members are not valued exclusively for their ability to operate machineries, but mostly they are valued for their intellectual capital. This intellectual capital -- when put to good use -- can generate organizational value. Capitalizing on the knowledge and expertise of the employees by integrating them in decision making processes is indeed an example of intellectual capital put to good use.
Marsha Brown implemented a complex leadership style. She did not directly allow her subalterns to become involved in the decision making process, but she did make her own decisions based on employee demands. She first identified the importance of a strong organizational culture to value the employees and then implemented...
All in all, she implemented the principles of transformational leadership and as such managed to support organizational change.
Once the decision is made, it is crucial for the managerial team to follow through. If they fail to do so, the organizational problems will only deepen. Brown stuck by her decision and implemented several strategic courses of action to reach the pre-established objectives. For instance, she:
Made development opportunities accessible to all employees
Enhanced communications with the parent company
Supported training outside the facility
Developed and implemented new appraisal schemes based on rewards
Empowered the employees.
When a leader bases his/her decisions on the stands of the subalterns, the expected outcome is that of higher levels of employee morale, and consequently, organizational performances. In the specific case of the Metro Bank, the particular gains materialized in the creation of a distinctive character for the bank office, improved morale and pride among the employees. "The new spirit carried over to the treatment of customers, and together with the increased competence provided by cross-training, it resulted in faster and better service to customers" (Metro Bank Case).
References:
Metro Bank Case, in Chapter 9: Charismatic and Transformational Leadership
When they are offered full or partial support in increasing their skills, it is also necessary for them to be offered further possibilities for them to fructify the new skills. In a context in which -- like in the case of Federated Industries -- the people are not offered the chance to capitalize on the newly acquired skills and to also benefit from the adjacent rewards -- such as
Introduction My leadership quiz highlights my leadership style as transformational. In the quiz, it was found that I have the following strengths: self-confidence, positive attitude, emotional intelligence, compelling vision, ability to motivate people, and being a good role model. This paper will examine these traits, and my weaknesses, against the strengths and weaknesses of the prototypical transformational leader, and seek to establish ways in which I can deal with my weaknesses
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