Transformational Leader and Leader

Motivational theories certainly have their time and place. Beyond that, they probably work better for some people than others and the situation and context is obviously relevant. What motivates people obviously depends on their feelings, preference, environment and reactions to what is happening around them. Even so, there are several theories that will be reviewed in this report and they shall be reacted to in terms of how effective they might or could be.

Beyond that, there will be a number of examples personal to the author and what has been experienced by that person. To be sure, not all motivational ploys work in all situations and the person doing the motivating and what they bring to the table in terms of experience and reputation certainly matters a great deal in the grand scheme of things. While some motivational theories are generally effective, assuming that this could or would be the case in any given situation is simply not a good thing to do.

Analysis The author of this report shall first cover reactions and feelings about the articles and examples presented as a parameter of the assignment. When it comes to the idea of a transformational leader as forwarded by Benson, high and mighty talk only goes so far when it comes to leaders. At the end of the day, there has to be some substance there for that leader to be effective.

For example, if the leader talks a good game but knows little to nothing about the real-world jobs and tasks that his subordinates complete, that is not going to come off well as one might question (rightfully) whether that leader is going to make the right decisions given the lack of information and context that the leader apparently knows. While businesses bring in people and managers all of the time for their leadership skills and their emotions, that is simply not enough in certain situations.

The leader could and should know the nuts and bolts of what is involved with a job as those leaders will be making the decisions as to who is hired, who is not hired, whether overtime is granted, whether new heads are needed in the first place, whether the current staffing is too much and so forth.

If they do not know the job well, it is hard to see how that manager will make those decisions well unless they take in a lot of feedback and observations before making the decision (Benson, 2015). In keeping with the point about transformational leaders, the same thing could be said about Nistorescu and the general topic of communication.

That being said, a manager or leader that is good at communicating and fettering out the needed information would perhaps be more open to taking in the proper feedback and opinions before making a decision that will impact a lot of people, perhaps for the worse. Beyond that, there may be cultural or language hurdles to be overcome and a communication-driven leader would be an asset in such a situation (Nistorescu, 2012).

When it comes to the words of Pignatelli, that article focuses on the drivers of employee satisfaction and employee performance. Any manager that truly wants to know the truth about what drives employees and what keeps them coming back is going to do well to pay mindful attention to what their employees say. So long as that manager reacts based on what the employee say and feel rather than what the manger wants them to say or feel, things should go well for everyone involved. (Pignatelli, 2015).

Finally, the proverbial "nut" to seek out when it comes to the work of Quick is that employees and employers need to both operate on a symbiotic basis as anything else coming to pass will just not work out well. Employers have a right to expect compliance from the employees but they must be reasonable, fair and attentive to what the employees want. The employee needs to understand that the employer has what they need accomplished and they will look elsewhere if the employee does not provide it.

However, the employee should be aware that the employer is not some evil entity or bad person (in most cases) and is open to a mutually beneficial solution and this can be found with the proper amount of dialog (Quick, 1988). The author of now going to provide the examples of what has worked and not worked for the author in terms of past experiences.

The above mentions and analysis of the work of the authors is not accidental because it is spoken from experience and what happens when leaders are brazen or ignorant about their employees and what they want. Indeed, one example where of this response was properly motivated is when manager clearly wanted to know what drove and motivated the author.

He was quick to point out that there was business needs and limitations he had to work within but that he would be flexible so long as those limitations and issues were not breached. This was an example of a manager that knew how to shift gears, knew how to communicate and skipped the lofty rhetoric and stuck getting to solutions.

An example where the styles mentioned in this report did not work is when there was a manager that had his mind made up about what needed to change and his mindset was clearly absent of (or ambivalent to) the reacts as they really existed and he just tried to force his way regardless of what people said to him. He was what many would call a transformational leader and he communicated well.

However, manager decisions need to be with partnership and understanding and the man clearly had neither about the situation he was trying to "manage." Conclusion Motivational theories have their place but they cannot replace the.