The Relationship between Transformational Leadership and Organizational Effectiveness Presented by Niki Koutrou
Leadership <ul><li>The process of influencing people and providing an environment for them to achieve team or organization...
Importance of Leadership <ul><li>Motivates employees and enhances their personal and job satisfaction (Mullins, 2005).  </...
Perspectives of Leadership Great Person  Perspective Behaviour Perspective Contingency Perspective Transformational Perspe...
Purpose-Objectives <ul><li>Identify the impact of transformational leadership on organizational performance and effectiven...
Transformational Leadership <ul><li>‘‘ The process of influencing major changes in the attitudes of organizational members...
Transformational Leadership <ul><li>Transformational Leadership is seen when leaders: </li></ul><ul><li>Stimulate interest...
Characteristics of Transformational Leadership <ul><li>Idealized Influence </li></ul><ul><li>Inspirational Motivation </li...
Organizational Effectiveness <ul><li>Great importance to the understanding of organizational behaviour (Chelladurai & Hagg...
The Goals Approach <ul><li>A sport organization is effective in terms of its success in realizing its goals. </li></ul><ul...
System Resources Model <ul><li>Ability of the organization to secure resources from its environment </li></ul><ul><li>(Yuc...
Processes Approach <ul><li>Focus on a sound internal environment and efficient internal procedures </li></ul><ul><li>(Pfef...
Multiple Constituency Approach <ul><li>Awareness of the social and political nature of organizations </li></ul><ul><li>Mul...
Discussion <ul><li>subordinates play an important role in the determination of an organization's effectiveness. </li></ul>...
Discussion <ul><li>Significant relationship between organizational culture and transformational leadership (Weese, 1994; L...
Managerial Implications <ul><li>leaders should put their energies on developing a strong organizational culture. </li></ul...
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The relationship between transformational leadership and organizational effectiveness

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  • Moreover Leadership is related with motivation and empowermentof subordinates
  • when subordinates face lack of motivation
  • Several models and approaches describe leadership behaviour.the most dominant of them are.
  • Impact on an organization’s operations, procedures and use of it’s human resources.
  • 1.Stimulate interest to their followers2.create a vision and motivate subordinates to adopt it 3.develop and improve the performance of the human resources4.motivate the followers to adopt the organization’s goals and objectives
  • 1.Leader act as a positive role model who influences subordinates’s behaviour2.which reffers to the charisma of the leader to inspire followers and generate their full potential3.intellectual stimulation reffers to leaders that encouraging initiatives, new ideas and suggestions from their followers4.individualised consideration suggests that leader act as mentors who pay extra attention to the personal development and satisfaction of their subordinates
  • The goals approach of effectiveness distinguishes effective from ineffective organizations from its ability to attain their goals.
  • The system resources model Defines effectiveness as the organization’s ability to acquire and secure scarce and valued resources from it’s environment
  • According to the processes approach organizations that can provide to their members a harmonious and efficient internal environment to their members are viewed as effective operations.
  • The multiple con approach of ef provides a synthesis of the prevoius models as it recognizes the social……the opinions of different constituent groups within the organization are taken into considerationto determine it’s effectiveness. consequentlty different strategic groups within the organization such as paid administrative staff or volunteers need to function together to meet it.s goals and satisfy their expectations. Therefore. The multiple constituency approach see an organization as effective when it
  • Therefore the multiple constituency approach of effect suggests that subordinates determine an organization’s effectiveness and that tranf leaders especially have…………………….
  • Moreover previous researches have shown that there is ….Therefore, transformational leaders who create a strong organizational culture by…. Enhance the effectiveness of their organization. Consequently, trans and org are indirectly related
  • Therefore, developing a strong organizational culture is crucial for effective organizations in a competitive world and hence greater investment is needed on developing human esources. Consequently, transf leaders should carry out building activities,…… in order to have an effective organization
  • The relationship between transformational leadership and organizational effectiveness

    1. 1. The Relationship between Transformational Leadership and Organizational Effectiveness Presented by Niki Koutrou
    2. 2. Leadership <ul><li>The process of influencing people and providing an environment for them to achieve team or organizational objectives. </li></ul><ul><li>(McShane & Von Glinow, 2003) </li></ul>
    3. 3. Importance of Leadership <ul><li>Motivates employees and enhances their personal and job satisfaction (Mullins, 2005). </li></ul><ul><li>Ineffective Leadership diminishes the organization’s productivity (Yukl, 1994). </li></ul>
    4. 4. Perspectives of Leadership Great Person Perspective Behaviour Perspective Contingency Perspective Transformational Perspective Transactional Perspective (Mullins, 2005) Styles Perspective
    5. 5. Purpose-Objectives <ul><li>Identify the impact of transformational leadership on organizational performance and effectiveness. </li></ul>
    6. 6. Transformational Leadership <ul><li>‘‘ The process of influencing major changes in the attitudes of organizational members and building commitment for the organization’s missions, objectives and strategies’’ </li></ul><ul><li>(Yukl, 1994) </li></ul>
    7. 7. Transformational Leadership <ul><li>Transformational Leadership is seen when leaders: </li></ul><ul><li>Stimulate interest among colleagues and followers to view their work from new perspectives. </li></ul><ul><li>Generate awareness for the vision or mission of the team and organization. </li></ul><ul><li>Develop colleagues and followers to high levels of ability and potential. </li></ul><ul><li>Motivate colleagues and followers to look beyond their own interests towards those that will benefit the group. </li></ul><ul><li>(Bass & Avolio, 1994) </li></ul>
    8. 8. Characteristics of Transformational Leadership <ul><li>Idealized Influence </li></ul><ul><li>Inspirational Motivation </li></ul><ul><li>Intellectual Stimulation </li></ul><ul><li>Individualized Consideration </li></ul>(Bass & Avolio, 1994)
    9. 9. Organizational Effectiveness <ul><li>Great importance to the understanding of organizational behaviour (Chelladurai & Haggerty, 1991). </li></ul><ul><li>4 approaches </li></ul><ul><li>The goals model ( Price,1972; Scott,1977). </li></ul><ul><li>System resources approach (Yuchman & Sheasore, 1967). </li></ul><ul><li>Internal procedures (Pfeffer, 1977;Steers,1977). </li></ul><ul><li>Multiple Constituencies ( Connolly, Conlon & Deutch, 1980 ; Keeley, 1978 ; Pfeffer & Salancik, 1978) </li></ul>
    10. 10. The Goals Approach <ul><li>A sport organization is effective in terms of its success in realizing its goals. </li></ul><ul><li>( Price,1972; Scott,1977) </li></ul>
    11. 11. System Resources Model <ul><li>Ability of the organization to secure resources from its environment </li></ul><ul><li>(Yuchman & Sheasore, 1967) </li></ul>
    12. 12. Processes Approach <ul><li>Focus on a sound internal environment and efficient internal procedures </li></ul><ul><li>(Pfeffer, 1977;Steers,1977). </li></ul>
    13. 13. Multiple Constituency Approach <ul><li>Awareness of the social and political nature of organizations </li></ul><ul><li>Multiple groups of the organization function together to realize its goals and satisfy their expectations </li></ul><ul><li>The organization is effective when it satisfies the expectations of its strategic constituent groups. </li></ul><ul><li>( Connolly, Conlon & Deutch, 1980 ; </li></ul><ul><li>Keeley, 1978 ; Pfeffer & Salancik, 1978) </li></ul>
    14. 14. Discussion <ul><li>subordinates play an important role in the determination of an organization's effectiveness. </li></ul><ul><li>transformational leaders, especially, &quot;have a positive impact on employee satisfaction, productivity, and organizational effectiveness ’’ </li></ul><ul><li>(Weese, 1994) </li></ul>
    15. 15. Discussion <ul><li>Significant relationship between organizational culture and transformational leadership (Weese, 1994; Lim & Cromartie, 2001). </li></ul><ul><li>Transformational leaders can create a strong culture by: </li></ul><ul><li>Managing change </li></ul><ul><li>Clarify and achieving purposes </li></ul><ul><li>Creating a vision </li></ul><ul><li>Empowering subordinates </li></ul><ul><li>Coordinating team work (Schein, 1990). </li></ul><ul><li>A strong organizational culture results to organizational effectiveness </li></ul><ul><li>Transformational leadership and organizational effectiveness are indirectly related </li></ul><ul><li>(Weese, 1996; Lim & Cromartie, 2001) </li></ul>
    16. 16. Managerial Implications <ul><li>leaders should put their energies on developing a strong organizational culture. </li></ul><ul><li>Investment in Human Resources. </li></ul><ul><li>&quot;transform&quot; people and organizations in a literal sense to change them in mind and heart; enlarge their vision; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes. </li></ul><ul><li>(Schein, 1990) </li></ul>
    17. 17. Thank you For Your Attention

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