They see the responsibility for their organization's development and impact on society." (Ibid)
Homig and MacGregor in the work entitled:" Transformational Leadership" state that the following ten 'tenets' are inclusive in the transformational leader's style of leading:
1. Leaders have high moral and ethical values.
2. Leaders express genuine interest in followers.
3. Leaders have an inspirational vision.
4. Genuine trust exists between leaders and led.
5. Followers share leader's values and vision.
6. Leaders and followers perform beyond self-interest.
7. Participatory decision-making is the rule.
8. Innovative thinking and action is expected.
9. Motivation is to do the right thing.
10. Leaders mentor. (nd)
SUMMARY AND CONCLUSION
While all of these theories were valid at some time or in relation to some factor of leadership, transformation leadership is the only style of leadership that leads by example and leads from a genuine base of trust and a shared vision. The transformational leader has the capacity to draw workers out into performance that reaches beyond themselves and in which innovation is welcome and the leader motivates the workers to do what is right. The leader that is a transformational leader is a mentor and allows participation of the workers in the decision-making process thereby assuring that the workers themselves 'own' the plans which are laid out or the objectives which are set within the organization.
The transformational leader is a leader who is able to inspire a common vision and set of goals within the organization. The scope of Herzberg's Theory of Motivators and Satisfiers is very short-viewed of the capacity of individuals in their ability to become motivated...
In fact all of the theories reviewed fall short of what the transformational leader offers to the organization as a whole and to those being led in terms of motivation and inspiration.
Bibliography
Creating Futures (nd) Online available at http://72.14.209.104/search?q=cache:k13BWFbu_wIJ:u wfoundation.org/newsletter/June2005/43565Camp NewsletterFI NAL.pdf+Jeffrey+H.+Brotman,+Leadership&hl=en&gl=us&ct=clnk&cd=9
Costco Wholesale Investor Relations (2006) Online http://phx.corporate-ir.net/phoenix.zhtml?c=83830&p=irol-govBio&ID=13292
Employee Motivation, the Organizational Environment and Productivity (2006) Section 2: Basic Approaches Used to Improve Productivity. Accel Team Online available at http://www.accel-team.com/human_relations/hrels_03_mcgregor.html
Costco -5th Largest Retailer in U.S. And 11th Largest in the World (2006) http://www.customer-service.com/newsletter/126E.aspx
Costco Wikipedia (2006) Online available at http://www.blinkbits.com/blinks/costco.
Gawel, Joseph E. (1999) Herzberg's Theory of Motivation and Maslow's Hierarchy of Needs. ERIC Digest http://www.ericdigests.org/1999-1/needs.html.
Herzberg, F., Mausner, B., & Snyderman, B.B. (1959). The Motivation to Work (2nd ed.). New York: John Wiley & Sons.
Maslow, A.H. (1970). Motivation and Personality (2nd ed.). New York: Harper and Row.
Homrig, Mark A. Colonel and Burns, James MacGregor (1999) Transformational Leadership. Online available at http://leadership.au.af.mil/documents/homrig.htm
Sometimes the Situation Demands Your Leadership (nd) Online available at http://business.nmsu.edu/~dboje/teaching/338/situation_and_contingency.htm#hersheyBlanchard.
Motivation & Leadership
