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¶ … Workers is Best for the Company
One of the clearest indications that an organization has attained a high level of transformational leadership is in how employees perceive their jobs and responsibilities. Best-selling Mexican restaurant Chipotle has a rapid-fire approach to customizing orders for each customer, and can literally fulfill a reasonable complex, customized order in minutes. In this type of environment, job satisfaction and task ownership created through transformational leadership is essential for the business to succeed. As the employee states, "I love the Chipotle standard that what's best for the people (employees) is best for the company and vice versa, so I always strive to do my best." Attaining this level of loyalty is a direct result of a very strong, stable and trust-based psychological contract made with employers by leaders who are transformational (Behery, Paton, Hussain, 2012).
Analysis of Transformational...
To a slacker doing one's best may be performing at a level that is the baseline of the highest achievers in the company. The highest performers may have expectations that are far beyond the average, even above those of their managers. Transformational leaders have the ability to create a culture where employees hold themselves to these exceptionally high levels of performance, pushing themselves forward at a pace and intensity no external force (or boss) could (Muchiri, Cooksey, Walumbwa, 2012). When an organization models behavior like this in transformational leaders, the culture of the company takes on an altogether different context, and becomes a place of achievement and accomplishment over merely doing the…
References
Behery, M., Paton, R.A., & Hussain, R. (2012). Psychological contract and organizational commitment. Competitiveness Review, 22(4), 299-319.
Brown, W., & May, D. (2012). Organizational change and development. The Journal of Management Development, 31(6), 520-536.
Muchiri, M.K., Cooksey, R.W., & Walumbwa, F.O. (2012). Transformational and social processes of leadership as predictors of organisational outcomes. Leadership & Organization Development Journal, 33(7), 662-683.
Wang, X. (., & Howell, J.M. (2012). A multilevel study of transformational leadership, identification, and follower outcomes. Leadership Quarterly, 23(5), 775.
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