The Transformational Leader Looks for Potential Motives in Followers, Seeks to Satisfy Higher Needs, and Engages the Full Person of the Follower
âThe transformational leader looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the followerâ (Burns 2010 p4)
Each of the three leaders analysed display a transformational style, and also display further leadership styles which are the focus of this assignment.
All three leaders are attempting to âinfluence the activitiesâ of their followers (Hersey,Blanchard,Johnson 2001 p 117) as described in their situational leadership model. Adami initially displays a high task and high relationship style combining initiatives such as Freds pub and the beer university to foster debate and awareness with the introduction of performance management systems to ârealign the organisationâ.
Golemanâs âauthoritativeâ style (2000, p83-86) is evident initially installing a vision and pride in the organisation, thereafter combined with, or replaced by, Â a âpacesettingâ style as rigorous systems are introduced âtop downâ to create âan intense performance cultureâ.
In contrast with Ullmans approach, whose strategy mainly concentrates on team and individual, Adami marries the main areas of John Adairâs action centered leadership model (figure 1) (Chapman) focusing on task achievement whilst seeking to motivate and improve the individual and team, displaying flexibility in âassessing the forces that determine what his most appropriate behaviourâŠ.should beâ(Tennenbaum & Schmidt 1958 p101).
Ullmanâs actions display what Golemans model describes as a âdemocraticâ combined with an âaffiliativeâ style of leadership (2000,p84). His attempts at changing the culture involved a process of listening and canvassing opinion, via, for example, the associate engagement survey. His âintegrating this feedback into planningâ