Leadership and Organisational Transformation

Abstract

One of the features of the New Leadership literature that has come to exert a substantial influence over leadership research in recent years is the role of leadership in relation to organizational transformation. Leadership is increasingly depicted as concerned with instilling of vision which has often carried with it the connotation or implication of changing organizations. The term ‘transformational’ leader exemplifies this tendency. The originator of the term, Burns (1978), was referring to the transformation of those individuals who are encompassed by it, so that they become highly motivated by and engaged in the leader's cause. Increasingly, however, the term has come to refer to leadership that involves the transformation of organizations, with the image of the bold leader promoting a dramatic turnaround in his/her company's fortunes. This kind of theme receives further reinforcement from the growing business leader hagiography, which lionises (or in some cases self‐lionises) such figures as lacocca, Carlzon, Sculley, and Harvey‐Jones. These leaders have come to public attention because of the association of their leadership with the transformation of their organizations. This literature comes close to portraying the heroic leader as capable of succeeding against all odds. The leader comes across as almost omnipotent and omniscient. This impression is at least in part a function of the ex post facto character of most of the business hagiography and much of the literature linking leadership and organizational transformation: it seems almost inevitable after the event that the leader was going to succeed. He or she appears to have done all the right things at the time.

Team Dynamics, Leadership, and Employee Proactivity of Vietnamese Firms

“…When transformational leadership clarifies and emphasizes group identity, team vision, and team building, individualists will follow collectivism and replace "I" with "we" [62]. Therefore, the members accept the mission and task of the group.…”

Leadership in a Paradoxical Public‐sector Environment: The Challenges of Ambiguity

“…However, transformational leadership overlooks, by and large, the situational and contextual constraints that are so apparent in the public sector, which Brunner (1997) describes as contextual complexity that might restrict the success and manoeuvrability of the transforming leadership (Keller, 1992;Leavy & Wilson, 1994;Bryman et al, 1996).…”

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

“…Different leadership styles were found to have different impacts on different dimensions of performance. Bryman et al (1992) and Shackleton (1995) have stated that 'good' leadership provides organisations with a clear focus and well-defined goals. Yet, the question of which style of leadership is best suited for organisational performance is a crucial one (Tannenbaum & Schmidt, 1973, quoted in Imamoglu et al, 2015.…”