Transformational Leadership Reflected Through Rolfe's Model

Introduction to Leadership and Rolfe's Reflective Model

Wart (2014) defines leadership as the ability to instill in others the drive to pursue a collective vision, so that its pursuit becomes a joint effort leading to joint success. Influencing others in this way operates through social influence rather than through power, which can be viewed as autocratic. It inspires even those who do not directly report to the leader to accomplish much. Rolfe's model of reflection will be adopted in this essay, and its three attributes — What, So What, and Now What — will be explored in turn (Rolfe et al., 2001).

Major Leadership Theories

Leadership as both a concept and a practice is explained by many theories, each of which highlights specific attributes. Understanding these attributes is key to attaining goals. The most prominent theories are outlined below as they relate to leadership.

Trait Theory

In this theory, a person can either be born with leadership qualities that enable them to achieve success, or they can be born without them. Effective leadership is characterized by inherent qualities such as cognitive abilities and inborn personality. Numerous studies have been carried out to identify the traits that characterize leadership, and through these, differing traits have been identified. Some of the most common are drive, intelligence, and the ability to socialize (Palestini, 2009).

Skills Theory

This theory places emphasis on acquired skills and knowledge as vital to effective leadership, while acknowledging that what a person is born with also affects their ability to lead. It argues, however, that learnt attributes are the ones most consequential for effectiveness. For example, a person can gain knowledge, develop a particular style, and hone their skills to become an effective leader. This theory forms the basis for the drive toward leadership training and development programs — all of which are grounded in the belief that leadership can be developed (Northouse, 2014).

Situational Theory

This theory assumes that no single style of leadership works for every situation. Adapting to various situations is a skill that every leader who wishes to develop effectiveness must cultivate. Where a leader is skilled at adapting to a situation and also has a committed team, success is achievable. These two considerations, and the degree to which they are present, determine whether a supportive or a directive leadership style will be more effective (Gill, 2011).

Contingency Theory

This theory relates effectiveness in leadership to a leader using a style that is appropriate for the situation they face. The better matched these two are, the greater the effectiveness achieved. Although this sounds similar to situational theory, the two differ in an important way: in situational theory the leader must adapt to the situation, whereas in contingency theory effectiveness is based on how well the leader's inherent traits and leadership style match the specific situation (Chemers, 2014).

Path-Goal Theory

In this theory, the effective leader is one who can motivate staff to achieve desired goals. Such a leader is skilled at making goals clear and removing hindrances to their achievement, thereby providing an environment in which followers can perform very well. This theory rests on the foundation of expectancy theory — the idea that people who believe they are capable of performing well, that their efforts will yield results, and that the roles they perform are genuinely valuable will generally be more dedicated and motivated (Gill, 2011).

Transformational Theory

Transformational leadership theory highlights the leader's actions as forming meaningful interactions with others, resulting in both the leader and the followers becoming more inspired and principled. This theory is similar to the charismatic theory, which holds that the confident, outgoing leader who is clear about their values is best suited to motivating others. The transformational leader understands the needs and drives of their followers through interaction and can thus help them achieve their full potential. Such a leader is seen as able to initiate, progress, and execute transformations in the workplace, and the theory is often contrasted with the transactional theory (Northouse, 2014).

Transactional Theory

The transactional theory views the leader as one who creates structures that define everyone's role clearly. It focuses on how the leader interacts with followers and ensures that they know exactly what is expected of them, as well as the consequences — rewards or punishments — of fulfilling or not fulfilling their roles. This theory forms the basis for many models of leadership and for the structural organization of many institutions (Chemers, 2014).

Servant Leadership

The servant leader is, first and foremost, a servant — one who places the needs of others before their own. In practice, this means the leader prioritizes the needs of the team they lead, the customers the organization serves, and the broader community over their personal interests. Servant leadership has been embraced by many in positions of authority and is increasingly viewed not merely as a theory but as a values system that leaders choose to adopt (Palestini, 2009).

When a leader interacts with others and participates in their activities alongside them, changes in behavior become possible and learning is enhanced. Effective leadership is rewarded with greater commitment and increased drive on the part of followers, while poor leadership produces the opposite result. Good leadership also enables followers to work together effectively as a team.

Personal Reflection: Transformational Leadership in Practice

I exhibit a transformational leadership style. My staff and I are able to help each other reach greater heights of morality and drive. I try to help my staff attain higher performance standards so that they always aspire to exceed expectations. I also aim to be a vision carrier, so that I can inspire others to take risks and think carefully about subsequent actions. I recognize this as the charismatic aspect of being a transformational leader. However, my leadership has evolved beyond the purely charismatic, since — as Bass and Riggio (2006) note — charisma alone cannot be sufficient. The key traits I demonstrate are as follows.

Inspirational Motivation

I am very consistent in conveying the vision, mission, and values of the organization to my team members. I have internalized the vision to such a degree that I can see how a single interaction might advance its achievement. In this way I act as a transformational leader by conveying meaning to each person's role and to the challenges they encounter. I also maintain a great deal of enthusiasm and the ability to remain positive in every situation, so that my team stays focused and participative (Bass & Riggio, 2006).

Intellectual Stimulation

I see evidence of my transformational leadership in my practice of encouraging the team to develop solutions themselves, thereby fostering creativity. I have cultivated an openness that allows people to express new ideas without inhibition. I have also refrained from openly pointing out individuals' mistakes, keeping my attention on what the problem is rather than on whose fault it is, and I quickly set aside approaches I find to be ineffective (Bass & Riggio, 2006).

Idealized Influence

I am someone who embraces a culture before imparting it to others, which means I see myself as a role model for those I lead. Through this practice, I have found that those under my leadership trust me more and extend respect that comes from observing my actions and work. I try to place the needs of others above my own, always promoting ethical conduct, and I see my position as one of influence aimed at achieving the goals of the organization (Bass & Riggio, 2006).

Individual Consideration

I am attentive to recognizing and rewarding performance, particularly when someone has shown creativity or brought a solution to a problem. Each person's unique skill is acknowledged individually. I also support my staff when they make decisions and provide resources for those decisions that align with organizational goals (Bass & Riggio, 2006).

In addition to these four traits, I am able to get people to work in an organized way by inspiring teamwork, instilling drive, and maintaining focus so that goals are achieved. This has been demonstrated through participation in small groups and teams, where people became more efficient and objectives were met. Leadership is therefore essential to organizational activity.

References

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