Behavioral manifestations and assessment of transformational leadership

¶ … Carless, Wearing, & Mann, L. (2000). Then a clear idea meaning behavioral manifestations transformational leadership, asses transformational leadership score rules: Give a score dimensions 1 (rarely) 5 (f frequently)

The seven dimensions of transformational leadership: My rating

Vision

I believe that I have a strong ethical orientation as a leader. My consciousness has been shaped by a world that has been negatively affected by a series of economic crises, all rooted in the unethical and in some cases illegal behaviors of managers. I believe in the need for companies to temper their capitalistic interests with the demand that they also serve the community at large, such as by using green technology to improve the environment and providing fair wages and benefits to workers. Companies can be profitable and still have a heart.

Staff development

I have not had the opportunity to secure a high enough managerial position so I can ensure that all staff members have the ability to pursue education in and beyond the workforce, so they can better themselves. However, I try to ensure that new workers are mentored and that they feel as if they are a full partner on their team as quickly as possible.

Supportive leadership

Praising a job well done is essential -- from my own personal experience, I know that nothing is more irritating to only be noticed by a superior when something goes wrong, versus when something goes right. Take nothing for granted, and that includes subordinates who show great strength and flexibility in meeting and exceeding benchmarks. I also try to make team members feel as if they are part of something greater than themselves, and praise them for working well together, rather than encourage competition between members within teams.

Empowerment: 3

This is one of the most difficult tasks for managers. Sometimes it is necessary to have a 'hands off' style and allow subordinates to use their knowledge to complete tasks. This increases the sense of investment and pride subordinates feel in their work and actually improves the quality of the overall output. However, I can become nervous if it seems during the initial stages of growth, a team's performance initially wobbles when they are allowed to function more autonomously.

Innovative or lateral thinking: 4

I believe in thinking outside of 'the box' (whatever that 'box' may be). Instead of asking 'what have we always done,' I ask, 'what have we not tried -- yet.' Using my creative faculties is one of my greatest joys.

Lead by example: 5

Because I am relatively new to my business career and assumption of leadership positions, I am very sensitive to the need to not seem hypocritical. Nothing is more demoralizing than a manager whose unspoken message is 'do as I say, not as I do.' I believe that a superior must work harder than his subordinates, and cannot be the first person out of the door at 5pm every day, after giving direction to others to ensure that they remain working.

Charismatic leadership: 3

This is perhaps the most difficult requirement. Not every leader can be Steve Jobs or a charismatic figure heading his or her organization. Belief in the organization's mission and a sense that the leader cares about people and his or her cause is the essence of charisma. Charisma is strength and conviction without apparent egotism. I have yet to find my ultimate calling, but I do try to take all of my tasks seriously yet still enjoy my work. I try to convey that the work my team does is serious, but that we should not take ourselves too seriously.