The transformational leadership bases in the good communication of the leader with his employees projecting them to processes of change organizacional inspiring, motivating and creating commitment of the workers with the organisation that represent and with his aims.
The transformational leader proposes ideas and initiatives favouring the change and transmitting enthusiasm to the people that directs by what achieves high levels of satisfaction and confidence, variables of great importance in the growth of all organisation. Besides, andste type of leader achieves with his behaviour that his followers even surpass the initial expectations marked by what attains to optimise the results which is another key piece more in the processes of change organizacional.
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Recently, it has showed in a study made in the University of the Basque Country that the style of transformational leadership achieves greater levels in satisfaction with the leader, autoeficacia perceived and motivation of the employees to the hour to work that other types of leadership of similar court, like the transactional leadership (Hermosilla, Amutio, Gives Coast and Páez, 2016). This study was made after contrasting data of north companies of Spain (Basque Country and Navarra) obtained from among 47 directors and 107 subordinated.
With the data in the hand, can say that the transformational leadership is at present a good strategy for the growth and change of any type of organisation by what the directors and owners of the companies have to be attentive to the hour to know choose to his leaders or transform in one adapted to his aims.
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Although we say that the transformational is a good election for the processes of change organizacionales exist other styles of leadership that fits to take into account since in function of the style of company, the people and the marked aims can adapt better to our needs:
Which type of leadership adecua more to your organisation?
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References:
Hermosilla, D., Amutio, A., Da Costa, S., Páez, D. (2016). El Liderazgo transformacional en las organizaciones: variables mediadoras y consecuencias a largo plazo. Revista de Psicología del Trabajo y de las Organizaciones 32 (3)p. 135-143, ISSN 1576-5962. http://www.sciencedirect.com/science/article/pii/S1576596216300159