Jean-Marie van der Elst. Executive Summaries Chapters 1, 17 & 18. Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership (5th ed.). San Francisco, CA: Jossey Bass. 1 Annotated Bibliography. 1. Transformational Leadership. 1.1 Bass, B. M. (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, 18(3), 19-32. Following on Burn’s[footnoteRef:1] (1978) articulation of the two approaches to leadership: transactional and transformational, Bass sets out to expand the latter longer-term approach, whilst highlighting the importance and relevance of their interdependencies and complementariness, as confirmed by meta-analytical studies (Podsakoff., et al., 2010)[footnoteRef:2]. Transactional leadership reflecting the relationship between managers and employees, whilst mediocratic, is seen as relevant where stable technology, workforce and the environment are stable, and rules and regulations may be sufficient to achieve pre-set goals through routine management, or transactional management. [1: Burns, J. M. (1978). Leadership. Harper Row. New York.] [2: Podsakoff, N., Podsakoff, P., & Kuskova, V. (2010). Dispelling Misconceptions and providing guidelines for leader reward and punishment behavior. Business Horizons, 53(3), 291-303. ] However uncertain and unstable markets, short-term product life-cycles and fast changing technologies, may require transformational leadership. When leaders inspire through generating awareness and understanding of organizational missions, employees can be expected to prioritize organizational, to maintain the required flexibility to foresee and adapt appropriately. Understanding changing market, environmental and technological conditions to effectively adapt leadership styles remains an ongoing challenge, to academics and practitioners to harmonize theory and practice. Many and frequent leadership changes occur ex-ante, reflecting fluid and challenging conditions often devoid of early warning signs and hence appropriate decisions and actions. Fostering transformational cultures can therefore be expected to better prepare organizations to face and effectively deal with the future demands through appropriate recruitment, selection, promotion, training and development. The study was conducted on a small (300) and largely homogenous sample and would need to be broadened and enlarged, whilst the use of wider variety of instruments and methods is suggested, to gain relevance. The application of this study and its findings to a larger sector of industry or industries, may provide much needed relevance not only for the practitioners involved, but equally for academics searching for the support for the transformational leadership 2. Emotional Intelligence 2.1 Goleman, D. (1998). The emotional intelligence of leaders. Leader to Leader, 10, 20-26. Goleman identifies competencies which distinguish leaders and identifies th.

1. Jean-Marie van der Elst. Executive Summaries Chapters 1, 17 &
18.
Bolman, L. G., & Deal, T. E. (2013). Reframing organizations:
Artistry, choice, and leadership (5th ed.). San Francisco, CA:
Jossey Bass.
1
Annotated Bibliography.
1. Transformational Leadership.
1.1 Bass, B. M. (1990). From transactional to transformational
leadership: learning to share the vision. Organizational
Dynamics, 18(3), 19-32.
Following on Burn’s[footnoteRef:1] (1978) articulation of the
two approaches to leadership: transactional and
transformational, Bass sets out to expand the latter longer-term
approach, whilst highlighting the importance and relevance of
their interdependencies and complementariness, as confirmed by
meta-analytical studies (Podsakoff., et al.,
2010)[footnoteRef:2]. Transactional leadership reflecting the
relationship between managers and employees, whilst
mediocratic, is seen as relevant where stable technology,
workforce and the environment are stable, and rules and
regulations may be sufficient to achieve pre-set goals through
routine management, or transactional management. [1:
Burns, J. M. (1978). Leadership. Harper Row. New York.] [2:
Podsakoff, N., Podsakoff, P., & Kuskova, V. (2010). Dispelling
Misconceptions and providing guidelines for leader reward and
punishment behavior. Business Horizons, 53(3), 291-303.
]
However uncertain and unstable markets, short-term product
life-cycles and fast changing technologies, may require
transformational leadership. When leaders inspire through

2. generating awareness and understanding of organizational
missions, employees can be expected to prioritize
organizational, to maintain the required flexibility to foresee
and adapt appropriately.
Understanding changing market, environmental and
technological conditions to effectively adapt leadership styles
remains an ongoing challenge, to academics and practitioners to
harmonize theory and practice. Many and frequent leadership
changes occur ex-ante, reflecting fluid and challenging
conditions often devoid of early warning signs and hence
appropriate decisions and actions. Fostering transformational
cultures can therefore be expected to better prepare
organizations to face and effectively deal with the future
demands through appropriate recruitment, selection, promotion,
training and development.
The study was conducted on a small (300) and largely
homogenous sample and would need to be broadened and
enlarged, whilst the use of wider variety of instruments and
methods is suggested, to gain relevance. The application of this
study and its findings to a larger sector of industry or
industries, may provide much needed relevance not only for the
practitioners involved, but equally for academics searching for
the support for the transformational leadership
2. Emotional Intelligence
2.1 Goleman, D. (1998). The emotional intelligence of leaders.
Leader to Leader, 10, 20-26.
Goleman identifies competencies which distinguish leaders and
identifies the differences between rational and emotional
intelligence, where emotional capability, unlike innate
intelligence, can be consciously developed. Emotional
intelligence suggests leaders are effective only when the
emotional and cognitive portions of our brains work together in
a working relationship.
The five dimensions of emotional intelligence (EI), providing

3. the foundation for specific capabilities of leadership are
suggested as; self-awareness, key to self-assessment, managing
emotions, providing the basis for integrity and
conscientiousness, the ability to motivate and show empathy
whist remaining connected. These result in effective leadership
of synergetic teams based on inspiration, motivation and
respect.
The measurement of EI has been criticized for failing to
converge on a common construct, given the vague theoretical
definitions of relevant measures, whilst content is across EI
measures are seen to vary widely[footnoteRef:3]. Other
criticisms highlight EI assessing existing personality
characteristics and or emotional competencies rather than
intelligence. [3: Conte, J. (2005). A review and critique of
emotional intelligence measures. Journal of Organizational
Behavior, 26, 433–440.]
Goleman’s research and findings have been widely applied in
the organizations resulting in more flat, open and inter-
connected structures able to adapt to changing environments.
3. Expectancy Theory
3.1 Walkley, L. (2008). Vroom's expectancy theory: how to
motivate employees is an important issue for managers.
Business Review (UK), 14(4).
Walker explores how management can utilize Vroom’s
expectancy theory of motivation to motivate employees
effectively whilst highlighting the importance of understanding
motivation, or what makes employees want to work, in
determining increases in productivity. This key factor is also
seen as one of the most complex facing managers in motivating
their employees, where determining factors may vary between

4. employees and at different times.
Vroom’s theory postulates motivation is dependent on a
combination of valence (V), the extent to which employees
desire an outcome, expectancy (E), the extent to which
employees believe they can satisfactorily complete tasks, and
instrumentality (I), the extent to which employees believes they
will secure expected outcomes, in determining an individual’s
overall level of motivation. Vroom's theory highlights several
important issues associated with motivating individual
employees.
Managers must ensure what is offered is in fact desired by
employees who should possess the required skills and resources,
whilst realizing their capabilities, and employees must also
believe completion of the required tasks will result in agree
compensation and reward. Examples are provided where
motivation is calculated based on different levels of V, E and I.
Motivating employees remains a complex process, where it is
not always possible to identify wants or even offer it. In
instances, employees may lack the ability to perform desired
tasks or may not believe they will be rewarded appropriately. In
reality, managers need to determine the resources, training and
supervision employees require whilst ensuring effective
communication with employees.