Transformational leadership is a leadership style that inherently aligns itself with Christian values, even when it is practiced in a secular setting or organizational context (Scarborough, n.d.). Defined by the leader’s strength of character and willingness to engage in distributive power and mutually support frameworks, transformational leadership is not about authority or control but about cultivating an ethical vision and inspiring others to share or buy into that vision with passion and purpose. The transformative power of leadership spills over beyond the boundaries of the organization, as the leader and followers aim to make a real difference in the world. Because transformational leadership is by definition not egotistical and is dependent on humility and virtue, this leadership style is built on Christian values. The transformational leader has integrity: is willing to admit mistakes and take responsibility. Likewise, the transformational leader works with big picture issues and ethical principles, and is less caught up in minute details that may distract the team from its goal. The transformational leader helps each person to cultivate core strengths, to maximize potential, and to be intrinsically motivated to contribute and perform. Therefore, the transformational leader is persuasive, visionary, and direct, but without being forceful or overstepping boundaries.

Biblical leaders are transformational because they show individuals how to find God and rely on the strength of God rather than on the fallibility of human authority. Likewise, the transformational leader shows how the organization’s mission and values are what really matters; that each person is contributing to something greater than themselves. Even in a secular organization, transformational leadership means motivating, inspiring, and empowering. Transformational leadership is also effective, built on the fundamental principles of bringing out the best in human nature to enjoy the best possible outcomes.

References

Scarborough, T.O. (n.d.). Defining Christian transformational leadership. https://www.sats.edu.za/userfiles/Scarborough_ChristianTransformationalLeadership.pdf

Defining Organizational Leadership

Organizational leadership is usually defined as a subset of management, because it addresses day-to-day operations and other micro-level and mezzo-level issues as well as the macro issues within companies like culture, mission, and vision (Kollenscher, Eden, Ronen, et al., 2017). For this reason, organizational leadership can be difficult to define precisely. Organizational leadership comprises various strengths, skills, and activities that will vary depending on the nature of the organization, situational constraints, and the need to respond to internal or external change.

The main components of organizational leadership can be distilled into several components such as vision, strategic planning, and communication. However, other elements like ethics also play an important role in organizational leadership (“What is Organizational Leadership?” n.d.). Vision is important for organizational leaders, not because they are in charge of decisions related to entering new markets or new product development but because organizational leaders need to align organizational practices with the values that guide the company. The organizational leader anticipates risk and can be an effective change manager, helping employees understand the reasons for structural change. An organizational leader also communicates effectively to inspire others to embrace change, even when the change can be disruptive and initially unpopular. Organizational leaders know what is best to help the company grow, but also to help keep employees happy to retain and develop top talent.

Ethics are also crucial for effective organizational leadership. All decisions reflect the company’s values and principles. Moreover, the leader sets a tone for the organizational culture. An ethical, principled organizational leader can inspire employees to perform at their best, to contribute and remain engaged in the company vision, and to help reach organizational goals,...

(2017). Architectural leadership. European Management Review 14(3): 247-264.
“What is Organizational Leadership?” (n.d.). https://online.seu.edu/online-degrees/business/what-is-organizational-leadership/

Literature Review

Reference 1: Amagoh, F. (2009). Leadership development and leadership effectiveness. Management Decision 47(6): 989-999

Link: https://doi.org/10.1108/00251740910966695

Annotation: This is a review of literature on leadership development, and the types of leadership development programs that have been proven most effective. Themes include the use of the integrated-solution approach, an eight-step model described as “synergistic,” (p. 991). Other approaches include formal mentoring, experience-based approaches, and the leadership life cycle. The author also analyzes the efficacy of miscellaneous and informal approaches to leadership development, concluding that the more systematic the pathway towards leadership development, the more effective the outcomes. Furthermore, the researcher found that internal leadership development programs are not necessarily the most effective because they can be “insular,” and recommends the use of external programs that have been carefully selected to meet the needs of the company and industry (p. 995). Therefore, this paper provides some unique insight into leadership development program effectiveness.

Add to List of RefWorks? Yes.

Reference 2: Burke, L.A. (1997). Developing high-potential employees in the new business reality. Business Horizons 40(2): 18-24

Link: https://doi.org/10.1016/S0007-6813(97)90004-5

Annotation: The purpose of this research is to analyze the use of high potential employee development programs, to discover the key decision points in designing and managing the program. The author presents a helpful three-step process starting with assessing the need for a high potential employee development program, based on specific needs and the alignment of the program with organizational goals and philosophies. Next, the programs are developed using specific selection criteria, communication strategies, timing, policies on disclosure, and methods of program evaluation. Finally, companies need to manage their leadership development programs using lateral move planning and skills development. Although the article is outdated (1997), the structure of employee development programs remains extant and therefore this will be a helpful resource.

Add to List of RefWorks? Yes.

Reference 3: Romans, J., Frost, A. & Ford, S. (2006). Developing high?potential talent at Hughes Supply: Selecting and preparing employees for future leadership roles. Strategic HR Review 5(3): 32-35.

Link: https://doi.org/10.1108/14754390680000880

Annotation: One of the few case study methods I have come across in the research, this study focuses on Hughes Supply and its high potential employee development program. Called Manager in Training (MIT), the Hughes Supply strategy offered a systematic and consistent method of identifying and training high potential employees. Emphasis was not only on identification and training but also retention. The authors show how the MIT program at Hughes proved effective, and helped the organization reach its overarching objectives. Although informative, this article does not offer much new data that would bolster my research and therefore I will not add it to my bibliography.

Add to List of RefWorks? No.

Reference 4: Chamorro-Premuzic, T., Adler, S. & Kaiser, R.B. (2017). What science says about identifying high-potential employees. Harvard Business Review, Oct 3, 2017

Link: https://hbr.org/2017/10/what-science-says-about-identifying-high-potential-employees

Annotation: Written for a more general than scholarly audience, this article in the Harvard Business Review does offer new information related to the financial incentives for developing top talent. The more complex the job, role, or position,…