Transformational Leadership Essay Example

Transformational Leadership Essay Structure: Transformational Leader’s Effectiveness Abstract Many studies have been conducted on various leadership types and their effectiveness. James MacGregor Burns first introduced the transformation leadership concept in 1970. Other scholars have also published similar studies. Bernard Bass’s theory examines how leaders affect their followers and literally transform them. Three research studies were examined on transformational leadership, and its effectiveness. The first study proved employees pay close attention to whether leaders practice procedural justice (Leventhal, 1980; Thibaut Walker, 1975). The second study proved effective transformational leadership has a direct effect on the successful implementation of quality management in administrative service. The third study proved effectiveness of leadership is situational determined. Introduction Leaders today encourage followers to step out of their comfort zones, and take risks. Today’s innovation and global competition makes the status quo way of operation an endangered species. Leaders must possess the ability to persuade their followers to step out of their comfort zones, and take a leap of faith. They must be willing to follow their leaders into the unknown. This is accomplished by building trust, and making oneself vulnerable without knowing the outcome or how it will affect ones job. Leaders must have the skills, and ability to change, learn, adapt quickly, and positively as innovation dictates. There are four dimensions of authentic transformational leadership. They are charisma influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985; Bass Avolio, 1993). Transformational leader’s personal values are an unshakable force from within that drives them. We will write a custom essay sample on Transformational Leadership specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Transformational Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Transformational Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Their charisma is thought to be the most important aspect of transformational leadership qualities. These perceived values strengthen their ability to unite followers, and transform their beliefs to line up with their own (Bass, 1990; Burns, 1978; Deluga, 1988). Followers identify and aspire to be like these leaders. This luxury gives leaders the influence needed to set high standards for all to achieve. Transformational leaders provide vision and mission to others which instill organizational pride. Their expertise of the organizations tasks, earns them respect among their followers. It is their inspirational motivation that challenged followers to achieve the organizations goals. The leader’s intellectual stimulation complements their charisma. It is hear that high expectations and purpose are communicated in simplicity in an effort to generate creative solutions to problems. This platform allows their followers to question assumptions. They use, rationality, and logic to identify old problems. These problems are then examined from a different perspective to generate innovative ideas for improvement. A transformational leader’s individualized consideration is where employees are viewed as individuals. It is here they increase their employee’s awareness of the importance of their job. They coach them on achieving a better performance. Leaders also motivate their employees to work for the good of the organization instead of exclusively for their own personal gain. They then make employees aware of their individual needs for personal growth. They identify areas to target for development needed to obtain their own personal goals within the organization (Bass, 1985). In the wake of many business scandals there has been an out cry for the need of good leadership, with high morals. Authentic transformational leadership is characterized by its high morals and ethical standards in each of the four dimensions previously detailed. Followers engage in collectively pursuit of these leaders in ethical moral actions. Transformational leader literature has been linked to the long-standing literature on virtue, the moral character of Socratic and Confucian typologies, as well as modern Western ethical agenda. It is important that transformational leadership overcome the unethical pseudo transformational leadership images, which plagues organizations today. Pseudo-transformational leaders endorses only them self. Oppression of its followers, their ideas, and individualization is practice. Submission is enforced, and in some cases these leaders (Jim Jones) invent fabricated obstacles, and teach fictitious visions of superiority. These imaginary enemies instill fear into their followers of outsiders. Some Pseudo-transformational leaders are not so prevalent; they straddle the line of moral virtue. They make inspiring appeals and lead everyone to focus on the positive to maintain creditability with the unsuspecting followers they manipulate. They withhold information (Enron). In some instances they support a proposal in public while privately they may directly impede on its progress. This is done in an effort to postpone or continually delay its implementation. For a period of time pseudo-transformational leaders appear like saints, but are deceptive devils. They go through great lengths to prove to their followers their righteousness. This convinces many to believe they are following a transformational leader, unbeknownst to them they fund the masquerade created by these pseudo-transformational leaders, either until they are swindled out of all their money or until exposed by law enforcement agents. Even after their exposure they will still be able to convince some of their innocence, or justify their wrong doing as being right because of their superiority (Charles Mason). According to Kanungo and Mendoca (1996), transformational leaders are guided by unselfish values. They influence followers with empowerment rather than control. They strive to help their followers develop their own qualities. Authentic transformational leadership fosters moral values of honesty, loyalty and fairness. Values of justice, equality and human rights are a mark of their character. They are sincere leaders who strive to lead followers to attain the organizations objectives and goals. These leaders create vision for their followers, and implement strategies to help them accomplish their goals. Research on Transformational Leadership Effectiveness Three studies were examined to illustrate the effect transformational leadership has in particular situations and its effectiveness Transformation leadership style effect on procedural justice Employee relationships in procedural justice studies did not emphasize which leadership style would enhance procedural justice effects. It was not until recently when Judge Piccolo, and Ilies (2004) statement about the Ohio State factors of justice theory and its importance for future research did scholars begin to examine leadership style effects on justice issues. De Cremer (2004) introduced the leader fairness theory. It suggests that the effectiveness of procedural justice depended on the type of leadership style used to ratify the procedures (De Cremer Tyler, 2005). Transformation leaders have the ability to articulate a shared vision, intellectually stimulate employees, and provide individual differences for employees (Brown Keeping, 2005). This paper will provide evidence as to whether transformational leadership and procedural justice interact in affecting employees’ response. According to Burns (1978), transformational leaders embrace moral values, justice equality, and respectful treatment of their followers. These leaders increase their followers’ moral development. Followers focus on important principles such as justice and equality (Brown and Trevino, 2003). From this we can conclude that transformational leaders should increase the influence of procedural justice as well. Another factor of transformational leadership is the ability to motivate their followers to go beyond self-interest and focus on the common interest of the organization (Bass, 1998; Yukl, 1998). This implies that transformational leadership creates a collectivistic environment and attitude among their followers. Studies show that the more employees identify with the organization the more likely procedural justice will influence their behavior. The analysis suggests that transformational leadership style heightens employee’s awareness of justice issues and a strong sense of group identification which make it a good moderator for procedural justice. Theories of procedural justice have strong emotional consequences (Tyler and Smith, 1998). Procedural injustices bring into being feelings of anger, rejection, and resentment which can influence a wide range of negative emotions (DE Cremer, 2004). In the first study the focus was on how procedural justice and transformational leadership style effects the self-esteem and emotions of followers. The two theories studied are Hypothesis 1) Leader’s transformational behavior and procedural justice interact, such that the effects of procedural justice on followers’ negative emotions are stronger when the leader is high in a transformational style rather than low. Hypothesis 2) Leader’s transformational behavior and procedural justice interact, such that the effects of procedural justice on followers’ self-esteem are stronger when the leader is high in a transformational style rather than low. The author conducted three studies to test these theories. In the first study, 69 Dutch men and women, undergraduate students participated. The results showed that procedural justice influenced participant negative emotions more, if the leadership style was high in transformational behavior. Fairness of procedures affects both personal and collective self-esteem. Fairness in the work environment signals to employees that they are respected, that how they feel matters, because they are valued. Employees with good self evaluations have higher self-esteem (Leary, 2001). In the second study, 57 Dutch men and women undergraduate students participated. The results showed in the high transformational leadership negative emotions were significantly influenced by procedural justice; however for a low transformational leader this was not the case. In the third study, the employees’ perception of their supervisor’s procedural justice and transformational leadership style was examined and the effective responses were measured by means of organization based self-esteem. HRM managers handed out questionnaires at random to 575 male and female civil servants to participate. A total 257 were returned, yielding a response rate of 45%. The results show that procedural justice was affected only when the leader was high in transformational leadership style. The results from the scenario experiment, laboratory experiment, and the organizational survey confirmed the influence of procedural justice and transformational leadership style interaction has a pr onounced affect on their follower’s emotions, and self-esteem. Employees pay close attention to whether leaders use correct and fair procedures when making decisions and allocating outcomes i. e. procedural justice (Leventhal, 1980; Thibaut Walker, 1975). According Burns (1978) transformational leaders encourage followers to embrace moral values, justice, equality, in turn this increase their awareness of fairness and justice, which increase the influence of procedural justice. Transformation leadership effect on quality The second study was conducted at The University of Missouri-Rolla (UMR). UMR received the Missouri Quality Award in 1995 after four years of quality management implementation. UMR was the first public research university in the nation to win this award, and was chosen because of its receipt of the quality award for practicing quality management. The study was conducted by Hirtz, P, D. from University of Missouri-Rolla, Murray, S. L. from University of Missouri-Rolla, and Riordan, C. A. from Central Michigan University, were the effects of leadership on quality was examined. The objective of this study was to identify what relationship existed between the leadership style of administrative service heads, and the perceived implementation level of quality management? The focus was on transformational leadership, transactional and non-transactional leadership styles effectiveness and their effect on quality. The multifactor leadership questionnaire (MLQ) by Bass and Avolio (1995) was administered to nonacademic administrative and service departments at the University of Missouri-Rolla. The campus mail system was used to distribute the surveys to 438 employees in 29 departments. Each survey was coded to guarantee the confidentiality. There were one hundred-nine surveys returned completed constituting 24. 9 % response rate. 24 department leaders consisting of 8 females, and 16 males were included in the study. Each survey determines the leadership style of the department’s manager along with a quality management self-assessment survey to determine the level of quality management implementation. The theories studied Hypothesis 1) Consider the incidence of beneficial leader behaviors (idealized attributes, idealized behaviors, inspirational motivation, intellectual stimulation, individualized consideration, and contingent reward) would be positively related to quality management departmental behavior (leadership, information and analysis, strategic planning, human resource development and management, process management, customer focus/satisfaction, and overall total quality score). Hypothesis 2) Consider the incidence of dysfunctional leader behaviors (management-by-exception—active/passive and laissez-faire) would be negatively related to quality management. The results of the survey support the first hypothesis that effective transformational leadership has a direct effect on the successful implementation of quality management in administrative service. The results in the second hypothesis support the theory that passive leadership styles negatively impact efforts of quality management. Transformational leadership universal effectiveness In the third study the focus is on weather transformational leadership is effective universally, and determines how situational moderators limit its effectiveness. The author examines several situational aspects; leader-member relations, task structure, leader position power, follower ability level, and follower authoritarianism, and concludes that effectiveness of leadership is situational determined. Burns (1978), Bass (1985) believe that transformational leaders motivate employees to perform by transforming their attitudes, to strive to achieve the organizations goals. A total of 157 civil servants at one of the engineering services agency branches responded to the survey at a 76 % rate of return. All participants were assured their confidentiality. Each survey included the Multifactor Leadership Questionnaire- 5X (MLQ), developed by Bass and Avolio (1989). It consisted of 60, five-point scale items to measure transformational leadership. This MLQ measure is a social-report of the employees perceptions of their leaders transformational behavior. Two individual motive pattern measurements were used: (1) growth need strength, and (2) need for autonomy. Growth need strength was assessed using the standardized twelve-item scale developed by Hackman and Oldham (1974). Need for autonomy was assessed using nine items of the Edwards Personal Preference Schedule (EPPS) (Edwards, 1953). The theories studied Hypothesis 1) Whether the follower motive patterns influence the effectiveness of transformational leadership. Hypothesis 2) Whether transformational leadership is more appropriately viewed from individual-level analysis or a multi-level analysis. The results from the first hypothesis revealed that some followers are more receptive to transformational leaders. The study also reveals that situational moderators contribute to the prediction of outcome variables beyond that of leadership behaviors alone. Transformational leaders may be more effective in some environments than they are in others. Transformational leaders in this study were more effective with followers with high growth need strength, compared to followers with low growth need strength. Followers with higher independence rate their leaders as more transformational and are seen by the leader as being more effective in their units. The results from the second hypothesis revealed that transformational leadership is effective in individual and multi-level analysis. Evidence proved that transformational leadership includes behaviors that are apparent with some consistency to all group members. However, it can be applied to some followers more than to others. This supports the individualized consideration behavior of transformational leadership style. Conclusion Further research of how situations affect the effectiveness of transformational leadership is needed. It is clear in this test that quality management programs supported by top management’s commitment to the programs success in turn ensure the programs success. Transformational leaders have unshakable morals, and beliefs, and their ability communicate the organizations vision of the future, allow employees to support and adopt those convictions as their own. Transformational leadership invigorates exploration of innovative ideas that will improve the organizations as well as employees performance. This stimulates an environment that is adoptive to the change which is imperative for the organization to sustain their position in the global market among competitors. The implementation of having top management lead with compassion to promote change directly impact employees self worth to the organization which create loyalty and the diligence needed for them help the organization achieve its goals. This research supports the hypothesis that transformational leadership is positively related to the successful implementation of quality management in administrative service. It also supports the position that passive styles of leadership negatively impact the implementation of quality management. Investments in top manager leadership needed to development into transformational leadership promote higher performance expectation that in turn transcend throughout the organization. The charisma of transformational leaders inspires their followers to emulate them. This will allow the rapid spread of transformation leadership style; which creates a quality conscious organization committed to achieving the organizational goals. Transformational Leadership Essay Example Transformational Leadership Essay Structure: Transformational Leader’s Effectiveness Abstract Many studies have been conducted on various leadership types and their effectiveness. James MacGregor Burns first introduced the transformation leadership concept in 1970. Other scholars have also published similar studies. Bernard Bass’s theory examines how leaders affect their followers and literally transform them. Three research studies were examined on transformational leadership, and its effectiveness. The first study proved employees pay close attention to whether leaders practice procedural justice (Leventhal, 1980; Thibaut Walker, 1975). The second study proved effective transformational leadership has a direct effect on the successful implementation of quality management in administrative service. The third study proved effectiveness of leadership is situational determined. Introduction Leaders today encourage followers to step out of their comfort zones, and take risks. Today’s innovation and global competition makes the status quo way of operation an endangered species. Leaders must possess the ability to persuade their followers to step out of their comfort zones, and take a leap of faith. They must be willing to follow their leaders into the unknown. This is accomplished by building trust, and making oneself vulnerable without knowing the outcome or how it will affect ones job. Leaders must have the skills, and ability to change, learn, adapt quickly, and positively as innovation dictates. There are four dimensions of authentic transformational leadership. They are charisma influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985; Bass Avolio, 1993). Transformational leader’s personal values are an unshakable force from within that drives them. We will write a custom essay sample on Transformational Leadership specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Transformational Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Transformational Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Their charisma is thought to be the most important aspect of transformational leadership qualities. These perceived values strengthen their ability to unite followers, and transform their beliefs to line up with their own (Bass, 1990; Burns, 1978; Deluga, 1988). Followers identify and aspire to be like these leaders. This luxury gives leaders the influence needed to set high standards for all to achieve. Transformational leaders provide vision and mission to others which instill organizational pride. Their expertise of the organizations tasks, earns them respect among their followers. It is their inspirational motivation that challenged followers to achieve the organizations goals. The leader’s intellectual stimulation complements their charisma. It is hear that high expectations and purpose are communicated in simplicity in an effort to generate creative solutions to problems. This platform allows their followers to question assumptions. They use, rationality, and logic to identify old problems. These problems are then examined from a different perspective to generate innovative ideas for improvement. A transformational leader’s individualized consideration is where employees are viewed as individuals. It is here they increase their employee’s awareness of the importance of their job. They coach them on achieving a better performance. Leaders also motivate their employees to work for the good of the organization instead of exclusively for their own personal gain. They then make employees aware of their individual needs for personal growth. They identify areas to target for development needed to obtain their own personal goals within the organization (Bass, 1985). In the wake of many business scandals there has been an out cry for the need of good leadership, with high morals. Authentic transformational leadership is characterized by its high morals and ethical standards in each of the four dimensions previously detailed. Followers engage in collectively pursuit of these leaders in ethical moral actions. Transformational leader literature has been linked to the long-standing literature on virtue, the moral character of Socratic and Confucian typologies, as well as modern Western ethical agenda. It is important that transformational leadership overcome the unethical pseudo transformational leadership images, which plagues organizations today. Pseudo-transformational leaders endorses only them self. Oppression of its followers, their ideas, and individualization is practice. Submission is enforced, and in some cases these leaders (Jim Jones) invent fabricated obstacles, and teach fictitious visions of superiority. These imaginary enemies instill fear into their followers of outsiders. Some Pseudo-transformational leaders are not so prevalent; they straddle the line of moral virtue. They make inspiring appeals and lead everyone to focus on the positive to maintain creditability with the unsuspecting followers they manipulate. They withhold information (Enron). In some instances they support a proposal in public while privately they may directly impede on its progress. This is done in an effort to postpone or continually delay its implementation. For a period of time pseudo-transformational leaders appear like saints, but are deceptive devils. They go through great lengths to prove to their followers their righteousness. This convinces many to believe they are following a transformational leader, unbeknownst to them they fund the masquerade created by these pseudo-transformational leaders, either until they are swindled out of all their money or until exposed by law enforcement agents. Even after their exposure they will still be able to convince some of their innocence, or justify their wrong doing as being right because of their superiority (Charles Mason). According to Kanungo and Mendoca (1996), transformational leaders are guided by unselfish values. They influence followers with empowerment rather than control. They strive to help their followers develop their own qualities. Authentic transformational leadership fosters moral values of honesty, loyalty and fairness. Values of justice, equality and human rights are a mark of their character. They are sincere leaders who strive to lead followers to attain the organizations objectives and goals. These leaders create vision for their followers, and implement strategies to help them accomplish their goals. Research on Transformational Leadership Effectiveness Three studies were examined to illustrate the effect transformational leadership has in particular situations and its effectiveness Transformation leadership style effect on procedural justice Employee relationships in procedural justice studies did not emphasize which leadership style would enhance procedural justice effects. It was not until recently when Judge Piccolo, and Ilies (2004) statement about the Ohio State factors of justice theory and its importance for future research did scholars begin to examine leadership style effects on justice issues. De Cremer (2004) introduced the leader fairness theory. It suggests that the effectiveness of procedural justice depended on the type of leadership style used to ratify the procedures (De Cremer Tyler, 2005). Transformation leaders have the ability to articulate a shared vision, intellectually stimulate employees, and provide individual differences for employees (Brown Keeping, 2005). This paper will provide evidence as to whether transformational leadership and procedural justice interact in affecting employees’ response. According to Burns (1978), transformational leaders embrace moral values, justice equality, and respectful treatment of their followers. These leaders increase their followers’ moral development. Followers focus on important principles such as justice and equality (Brown and Trevino, 2003). From this we can conclude that transformational leaders should increase the influence of procedural justice as well. Another factor of transformational leadership is the ability to motivate their followers to go beyond self-interest and focus on the common interest of the organization (Bass, 1998; Yukl, 1998). This implies that transformational leadership creates a collectivistic environment and attitude among their followers. Studies show that the more employees identify with the organization the more likely procedural justice will influence their behavior. The analysis suggests that transformational leadership style heightens employee’s awareness of justice issues and a strong sense of group identification which make it a good moderator for procedural justice. Theories of procedural justice have strong emotional consequences (Tyler and Smith, 1998). Procedural injustices bring into being feelings of anger, rejection, and resentment which can influence a wide range of negative emotions (DE Cremer, 2004). In the first study the focus was on how procedural justice and transformational leadership style effects the self-esteem and emotions of followers. The two theories studied are Hypothesis 1) Leader’s transformational behavior and procedural justice interact, such that the effects of procedural justice on followers’ negative emotions are stronger when the leader is high in a transformational style rather than low. Hypothesis 2) Leader’s transformational behavior and procedural justice interact, such that the effects of procedural justice on followers’ self-esteem are stronger when the leader is high in a transformational style rather than low. The author conducted three studies to test these theories. In the first study, 69 Dutch men and women, undergraduate students participated. The results showed that procedural justice influenced participant negative emotions more, if the leadership style was high in transformational behavior. Fairness of procedures affects both personal and collective self-esteem. Fairness in the work environment signals to employees that they are respected, that how they feel matters, because they are valued. Employees with good self evaluations have higher self-esteem (Leary, 2001). In the second study, 57 Dutch men and women undergraduate students participated. The results showed in the high transformational leadership negative emotions were significantly influenced by procedural justice; however for a low transformational leader this was not the case. In the third study, the employees’ perception of their supervisor’s procedural justice and transformational leadership style was examined and the effective responses were measured by means of organization based self-esteem. HRM managers handed out questionnaires at random to 575 male and female civil servants to participate. A total 257 were returned, yielding a response rate of 45%. The results show that procedural justice was affected only when the leader was high in transformational leadership style. The results from the scenario experiment, laboratory experiment, and the organizational survey confirmed the influence of procedural justice and transformational leadership style interaction has a pr onounced affect on their follower’s emotions, and self-esteem. Employees pay close attention to whether leaders use correct and fair procedures when making decisions and allocating outcomes i. e. procedural justice (Leventhal, 1980; Thibaut Walker, 1975). According Burns (1978) transformational leaders encourage followers to embrace moral values, justice, equality, in turn this increase their awareness of fairness and justice, which increase the influence of procedural justice. Transformation leadership effect on quality The second study was conducted at The University of Missouri-Rolla (UMR). UMR received the Missouri Quality Award in 1995 after four years of quality management implementation. UMR was the first public research university in the nation to win this award, and was chosen because of its receipt of the quality award for practicing quality management. The study was conducted by Hirtz, P, D. from University of Missouri-Rolla, Murray, S. L. from University of Missouri-Rolla, and Riordan, C. A. from Central Michigan University, were the effects of leadership on quality was examined. The objective of this study was to identify what relationship existed between the leadership style of administrative service heads, and the perceived implementation level of quality management? The focus was on transformational leadership, transactional and non-transactional leadership styles effectiveness and their effect on quality. The multifactor leadership questionnaire (MLQ) by Bass and Avolio (1995) was administered to nonacademic administrative and service departments at the University of Missouri-Rolla. The campus mail system was used to distribute the surveys to 438 employees in 29 departments. Each survey was coded to guarantee the confidentiality. There were one hundred-nine surveys returned completed constituting 24. 9 % response rate. 24 department leaders consisting of 8 females, and 16 males were included in the study. Each survey determines the leadership style of the department’s manager along with a quality management self-assessment survey to determine the level of quality management implementation. The theories studied Hypothesis 1) Consider the incidence of beneficial leader behaviors (idealized attributes, idealized behaviors, inspirational motivation, intellectual stimulation, individualized consideration, and contingent reward) would be positively related to quality management departmental behavior (leadership, information and analysis, strategic planning, human resource development and management, process management, customer focus/satisfaction, and overall total quality score). Hypothesis 2) Consider the incidence of dysfunctional leader behaviors (management-by-exception—active/passive and laissez-faire) would be negatively related to quality management. The results of the survey support the first hypothesis that effective transformational leadership has a direct effect on the successful implementation of quality management in administrative service. The results in the second hypothesis support the theory that passive leadership styles negatively impact efforts of quality management. Transformational leadership universal effectiveness In the third study the focus is on weather transformational leadership is effective universally, and determines how situational moderators limit its effectiveness. The author examines several situational aspects; leader-member relations, task structure, leader position power, follower ability level, and follower authoritarianism, and concludes that effectiveness of leadership is situational determined. Burns (1978), Bass (1985) believe that transformational leaders motivate employees to perform by transforming their attitudes, to strive to achieve the organizations goals. A total of 157 civil servants at one of the engineering services agency branches responded to the survey at a 76 % rate of return. All participants were assured their confidentiality. Each survey included the Multifactor Leadership Questionnaire- 5X (MLQ), developed by Bass and Avolio (1989). It consisted of 60, five-point scale items to measure transformational leadership. This MLQ measure is a social-report of the employees perceptions of their leaders transformational behavior. Two individual motive pattern measurements were used: (1) growth need strength, and (2) need for autonomy. Growth need strength was assessed using the standardized twelve-item scale developed by Hackman and Oldham (1974). Need for autonomy was assessed using nine items of the Edwards Personal Preference Schedule (EPPS) (Edwards, 1953). The theories studied Hypothesis 1) Whether the follower motive patterns influence the effectiveness of transformational leadership. Hypothesis 2) Whether transformational leadership is more appropriately viewed from individual-level analysis or a multi-level analysis. The results from the first hypothesis revealed that some followers are more receptive to transformational leaders. The study also reveals that situational moderators contribute to the prediction of outcome variables beyond that of leadership behaviors alone. Transformational leaders may be more effective in some environments than they are in others. Transformational leaders in this study were more effective with followers with high growth need strength, compared to followers with low growth need strength. Followers with higher independence rate their leaders as more transformational and are seen by the leader as being more effective in their units. The results from the second hypothesis revealed that transformational leadership is effective in individual and multi-level analysis. Evidence proved that transformational leadership includes behaviors that are apparent with some consistency to all group members. However, it can be applied to some followers more than to others. This supports the individualized consideration behavior of transformational leadership style. Conclusion Further research of how situations affect the effectiveness of transformational leadership is needed. It is clear in this test that quality management programs supported by top management’s commitment to the programs success in turn ensure the programs success. Transformational leaders have unshakable morals, and beliefs, and their ability communicate the organizations vision of the future, allow employees to support and adopt those convictions as their own. Transformational leadership invigorates exploration of innovative ideas that will improve the organizations as well as employees performance. This stimulates an environment that is adoptive to the change which is imperative for the organization to sustain their position in the global market among competitors. The implementation of having top management lead with compassion to promote change directly impact employees self worth to the organization which create loyalty and the diligence needed for them help the organization achieve its goals. This research supports the hypothesis that transformational leadership is positively related to the successful implementation of quality management in administrative service. It also supports the position that passive styles of leadership negatively impact the implementation of quality management. Investments in top manager leadership needed to development into transformational leadership promote higher performance expectation that in turn transcend throughout the organization. The charisma of transformational leaders inspires their followers to emulate them. This will allow the rapid spread of transformation leadership style; which creates a quality conscious organization committed to achieving the organizational goals.

Strategic Management Example

Strategic Management Example Strategic Management – Coursework Example STRATEGIC MANAGEMENT Cost Leadership Strategies Cost leadership entails standardization by reducing costs. On the other hand, Strategic management enhances low-cost production for given levels of quality since the low-cost leadership targets broad markets (Peny 2013, p.45). The three primary cost leadership strategies used include competitive advantage strategy, differentiation strategy and focus strategy in the management of businesses and organizations (Hill, Jones & Schilling 2014, p.33). The essay focuses on BHP Billiton strategic report 2014, based the analysis of the three cost leadership strategies in the management of BHP Billiton Company. Consequently, in strategic management of cost leadership, only rare and valuable resources can be sources of competitive advantage (Porter 2010, p.2). In BHP Billiton Company, their ability to profitably transport their petroleum and minerals as valuable resources incorporate their competitive advantage strategy under cost leadership. Besid es, oil and minerals from BHP Billiton Company are rare and precious resources that enable standardization of costs hence incorporating competitive advantage in cost leadership management. Differentiation strategy entails the development of services and products that offer unique attributes (Barney 2001, p.41). The development of services and outputs allows for cost leadership by controlling costs of goods and services. In BHP Billiton Company, development of goods and services is through distribution and selling of products with regulation of financial risks associated with revenue in Market. Therefore, differentiation is a form of cost leadership that assists in the sale of products and services in the market Additionally, focus strategy narrows on a particular segment of cost leadership to achieve cost differentiation and advantage (Hitt, Ireland & Hoskisson 2014, p.22). Furthermore, the needs of a group or company become better by focusing entirely on a particular segment in man aging cost leadership strategy in the management of companies or groups. BHP Billiton Company focuses on improvement of productivity across all aspects of their businesses, hence enabling them to achieve cost advantages and differentiation in the market.BibliographyBarney, J. B 2001, Is The Resource-Based â€Å"View† A Useful Perspective For Strategic Management Research? Yes, Academy Of Management Review, 26, 1, pp.41-56. Hill, C., Jones, G., & Schilling, M 2014, Strategic Management: Theory: An Integrated Approach, Stamford, CT: Cengage Learning. Hitt., M., Ireland, D., R, & Hoskisson., R 2014, Strategic Management: Concepts: Competitiveness And Globalization, Stamford, CT: Cengage Learning.Peny, M 2013, Global Strategy, Stamford, CT: Cengage Learning.Porter, M.,E. 2010, Competitive Strategy: Techniques for Analyzing Industries and Competitors, Quick MBA, Internet Center for Management and Business Administration, Inc.

Unbiased and Biased Estimators

Unbiased and Biased Estimators One of the goals of inferential statistics is to estimate unknown population parameters. This estimation is performed by constructing confidence intervals from statistical samples. One question becomes, â€Å"How good of an estimator do we have?† In other words, â€Å"How accurate is our statistical process, in the long run, of estimating our population parameter. One way to determine the value of an estimator is to consider if it is unbiased. This analysis requires us to find the expected value of our statistic. Parameters and Statistics We start by considering parameters and statistics. We consider random variables from a known type of distribution, but with an unknown parameter in this distribution. This parameter made be part of a population, or it could be part of a probability density function. We also have a function of our random variables, and this is called a statistic. The statistic (X1, X2, . . . , Xn) estimates the parameter T, and so we call it an estimator of T. Unbiased and Biased Estimators We now define unbiased and biased estimators. We want our estimator to match our parameter, in the long run. In more precise language we want the expected value of our statistic to equal the parameter. If this is the case, then we say that our statistic is an unbiased estimator of the parameter. If an estimator is not an unbiased estimator, then it is a biased estimator. Although a biased estimator does not have a good alignment of its expected value with its parameter, there are many practical instances when a biased estimator can be useful. One such case is when a plus four confidence interval is used to construct a confidence interval for a population proportion. Example for Means To see how this idea works, we will examine an example that pertains to the mean. The statistic (X1 X2 . . . Xn)/n is known as the sample mean. We suppose that the random variables are a random sample from the same distribution with mean ÃŽ ¼. This means that the expected value of each random variable is ÃŽ ¼. When we calculate the expected value of our statistic, we see the following: E[(X1 X2 . . . Xn)/n] (E[X1] E[X2] . . . E[Xn])/n (nE[X1])/n E[X1] ÃŽ ¼. Since the expected value of the statistic matches the parameter that it estimated, this means that the sample mean is an unbiased estimator for the population mean.

Special educational needs and additional educational needs Essay

Special educational needs and additional educational needs - Essay Example To meet these difficulties and help the children gain a normal life, Special and Additional Education Systems have been set up (Directgov, n.d.). Till date, Special Education Needs (SEN) and Additional Educational Needs (AEN) were meant to be synonymous but recently the term AEN is accepted to have an appropriate sense in this case. But anyhow, the objective of both the terms remains similar, i.e. providing the additional and special education to the children those who are needful. As such it becomes very necessary to understand where a child shall face problems in the learning process and identify them as soon as possible. One feature thereby, is that the children learn in a much decelerated speed when compared to other children at the same environment (Oldham Council, n.d.). With the prime objective to provide every child with SEN to attain their optimum potential in education and adulthood, the government of UK has laid down proper laws and educational systems. Such as, law of discrimination, funding and many more (Teacher Net, 2010). The concept and belief of SEN have stated traditionally that the best way to understand the special need of children with disabilities is by comparing their behaviour with other majority of children of the same age. Concisely, the factor of individual difference can state the needs of these children and also suggest a scope for their benefit. Although with a recent argument it has been concluded that more than individual differences the special needs of such children can be efficiently assessed when unsuitable environmental conditions are presented in front of a child. The basic problem with the approach of individual differences is that it is focused on the assumption that, differences that lie on the individual basis is not always appropriate as individual differences stand upon some active rudiments, i.e. biological and behavioural

The phenomenon of global jihad will cease with the elimination of Essay

The phenomenon of global jihad will cease with the elimination of Al-Qaeda. Discuss - Essay Example This is a possible act and one that shall bring in a great deal of tolerance and reason within the different affairs of the world. What is required now is a concerted effort to set things right and avoid the talk of global jihad because it is based on mere falsification and nothing else. This paper shall discuss the very reasons why Al-Qaeda has been instrumental at creating severe problems for the different regions of the world and what possible ideological claims could be made to thwart the essence of global jihad which has meant nothing else but tyranny for the 7 billion people in this world. Global jihad’s basis comes from the discussion of understanding that it is something which will create animosity within the people because there are fanatics and extremists which believe in the dictum of Al-Qaeda nonetheless. They are of the view that Al-Qaeda is a force to reckon with and that it has been playing a good role at instilling positive vibes about the Muslim religion in th e world, which is a thinking that is based on no grounds at all. Al-Qaeda has produced leaders like Osama bin Laden, Mullah Omar and others who are the source of tension and terror within the minds and hearts of the people. When the extremists think about jihad, they believe that these so-called leaders are their messiahs, which is not the case at all. However making these extremists understand the reality seems to be a very difficult task because they have been brainwashed at a very young age, and thus lack the skills to think on their own and analyze things which are important and make reason to them. If Al-Qaeda is disbanded today and the extremist leaders are caught either alive or dead, this issue will cease to exist in a very quick way. This is the reason why the allied forces are bent upon doing their best to exert the best possible force to stamp their authority and rid the world of the nuisance that exists with the name of Al-Qaeda. The Talibans who are the people that unde rstand the philosophy that terror can win them anything in this world, and that if they do their best, they can attain any heights only if they have the Muslim philosophy in their hands. The element of terrorism seems to be the only main highlight for their related understanding levels, which is a shame at the end of the day. What the Al-Qaeda and Taliban supporters should comprehend is the fact that the world has all forms and types of people living within its folds, and thinking of these people as the followers of the religion of Islam, and that too which is not accepted by these extremists yet coined in their own peculiar way is madness to the maximum possible levels (Rid 2010). There must be a definitive definition of what extremism is and what it does not entail, because this seems to be a significant factor when one comprehends the good and the bad, and the right and the wrong. It shall bring in the debate of global jihad within the fray and put an end to the discussions that center on the premise of bringing a change which is for the entire world, as the extremists dictate through their actions and terror activities. Al-Qaeda has to come to an end to bring about a change, which is there for the benefit of all and sundry, and which shall bring in a lot of incentives

Treatment is More Effective Than Jail for Drug Offenders Essay

One of the most profound problems that plagues our society is drug addiction. With drug addiction comes those who offend and have run-ins with the law. Our country deals with these drug-addicted offenders by placing them in jails for a year or longer, only to have them come back out to society when their sentence is over. They are still drug-addicts and so they return to the street only to commit yet another crime. From here the cycle of crime, arrest, jail, and return to society continues, solving absolutely nothing. Therefore, placing drug-addicted offenders in jails fails to confront the major problem at hand which is that of the drug abuse. If drug-addicted offenders were placed in drug treatment centers instead of being incarcerated, the problem of drug abuse would have a much higher opportunity to be flushed from the offender's life. Thus, the chance of that the offender would commit another crime for drugs would be reduced. The felonies that were committed by these drug addicts are usually due to the fact that they want to help fill their cravings for the drug. These drug addicts will commit crimes in order to support their addiction for the present moment. ?An estimated 61,000 (16%) convicted jail inmates committed their offenses to get money for drugs? (?Drug?). This is why when they are caught for committing these felonies and arrested, throwing them in jail is completely pointless. For one, what exactly will a few months or years do to these offenders? The sentence will most certainly not cure them of their addiction. Drug users pose major crime threats by robbing and stealing to support their habits, but treatment provides a greater potential than incarceration for dealing with the underlying addiction that drives t... ... of Rehabilitation: Promises and Perils of Drug Courts.? es1/nij/181412.pdf>. Riley, Mark. ?Move to Treat, Not Punish, Drug Addicts.? . Sacbee Local News. Furillo, Andy. ?Treat, Don?t Jail, Illegal Drug Users? Group Wants Measure on Ballot.? . Seven, Richard. ?Drug Court Gvies Addicts an Alternative to Jail.? /drugcort.html>. ?Summary Assessment of the Drug Court Experience.? s/spa/justice/publications/just1.htm>. ?Treatment is More Effective, Less Expensive That Jail for Drug Offenders, Says Doctors Group.? . Wood, Daniel B. ?Kinks in California?s Shift to Drug Treatment.? Christian Science Monitor.

Civilization and Medicinal Uses

1. How is the discovery of beer linked to the emergence of the first civilization?A: The discovery of beer is linked to the emergence of the first civilizations because, a change happened around 12,000 years ago when the nomads deserted there migratory ways, settled down and took up farming. When they began to farm and collect grains that’s when beer was discovered. Therefore beer is linked to the first civilizations emergence by the sudden adoption of farming.2. How is the production of beer an example of plant domestication?A: For something to be domesticated it has to be grown or breed for a specific purpose. Well the plants/grains used to make beer were given just that, a purpose to be grown.3. What sources does Standage use to gather his information on beer?A: Ballinger, Clint. â€Å"Beer Production in the Ancient Near East.† Unpublished paper,   personal communication.Baron, Stanley. Brewed in America: A History of Beer and Ale in the United States.  Boston: L ittle, Brown, 19624. What were some of the uses for beer?A: Beer was as a currency but it was also used medicinally. The workers that built the pyramids were paid in beer and bread, the standard amount each worker got was three or four loafs of bread and two jugs (contains eight liters). Tablets from the Egyptian records that date back to 2100 BCE contains list that different medicinal uses for beer.â€Å"The Ebers Papyrus† yet another medical text for the uses of beer that dates around 1550 BCE , contains many recipes for the medicinal uses of beer but combined with other  ingredients . Half an onion mixed with beer was said to cure constipation.5. How did beer civilize man according to Standage?A: â€Å"Beer permeated the lives of Egyptians and Mesopotamians from the cradle to the grave. Their enthusiasm for it was almost inevitable because of the emergence of complex societies, the need to keep written records, and the popularity of beer all from surplus of grain.† (Standage, 39)What he is saying here is that no one could over look or avoid there excitement for the beer because it brought out more civilized societies, made them keep up with written records to pass down the process to make the beer, and that beer became so popular and so available because of the numerous counts of grains that they had access to know that they had taken up farming and gathering.6. Explain the relationship between beer writing, commerce, and health?A: Beer and writings relationship is that in order for the process of making beer to not only be remembered but also passed down generations, the Egyptians and the Mesopotamians had to make clay tablets. These had the processes, medicinal uses, and ingredients written on their faces. Beer and commerce’s relationship was created when both civilizations used beer as a currency.They used this beverage as means of payment for the builders of the Great Pyramids. On that note this is why the builders on the third Gi za pyramid were known as the â€Å"Drunkards of Menkaure†. Lastly, Beer and healthy relationships come from both civilizations use of this beverage for medicinal purposes. They used ingredients mixed with beer to cure a wide variety of illnesses or discomforts.WINE1. How did the use of wine differ from the use of that in ancient Greece and Rome?A: Wine was seen as a symbol of wealth, he chose not the usual Mesopotamian culture beverage but the elegant wine. Carved stone shows him drinking wine from a bowl not beer. Beer was not used that much for gathering and fest  although it was provided, guest would choose the new drink over there native beer. It was regarded as an exotic drink and it high price and sacristy made it worthy of the gods themselves.2. What did drinking wine symbolize in ancient Greece and Rome?A: Drinking wine in ancient Rome and Greece was an emblem of power, prosperity, and privilege.3. How was wine consumed? Is this similar to or different from beer con sumption in Mesopotamia/Egypt?A: The Pharaohs tasted the wine and made their own vineyards near the deltas of the Nile, for this was a place with rich soil. They made it to where the production outside of their own vineyards was limited. However in Mesopotamia the elegant yet powerful wine was restricted only to that of the wealthy because of the lands incapability to support larger surpluses of the wine.4. How did the use of wine differ in the