It is an ongoing process that continuously evaluates and controls the business and looks at the overall goal and how the company is moving towards that goal. It identifies large disconnects and assigns tactical solutions to those issues. It must be the most honest and guiding part of the business because it asks three key success questions: 1) Is it suitable (will it work)? 2) Is it feasible (can it be made to work)? And, 3) Will it be accepted (will they work/use it)? (Johnson, Scholes and Whittington, 2008).
As there is no best style of leadership in situational leadership, the most effective one is the one that will keep balance between what is task-relevant and the maturity of the individual or group that they are attempting to lead or influence (Hersey and Blanchard, 1977). Being transformational means that the leader must be affecting and influencing followers...
These types of leaders fully understand the concerns and improvement needs of employees and said leaders are willing to change the awareness and difficulties of their employees by supporting the later in their problem resolution. These leaders are capable also of leading employees to attain the organizational goals. It is even believed that transformation leaders have the trust of their employees that could move employees' productivity to be more than expected (Hitt, et al., 2007). They therefore can build trust, admiration, loyalty and even respect from their employees.
Clearly, there is a need for new blood in the transformational management field. My past experience in numerous fields has been a perfect multidimensional introduction to advanced studies in the area, and to both
