Transformational Leadership in Changing Organization — A Case Study of a Department of a Life Insurance Company
Date Issued
2014
Date
2014
Author(s)
Tseng, Chris Chung-Yu
Abstract
The theory of Transformational leadership provides leaders with a concrete conceptual framework as well as a tool set to analyze and measure its relevant features. Research done by other academic has shown that there is a strong correlation between transformational leadership and an improvement in staff morale, satisfaction, loyalty and performance.
This research attempts to compare and contrast between the theoretical framework set out under transformational leadership, and the practical implications demonstrated through case study.
The research observes the following practical implications:
1. The case study resembles the key features of transformational leadership and demonstrates a performance improvement.
2. Certain actions meet both the key features of transformational leadership and transactional leadership, echoing Bass’s view that “transformational leadership builds on transactional leadership”.
3. The case study shows that early stage of change momentum comes from changes to policies and procedures. This falls more under the “contingent reward” category of transactional leadership or even more akin to management actions (through reward, punishment and controls).
4. The case shows strong emphasis on training and development for new recruits and key talents. The process may be long and eventually would yield results.
5. The case shows that “inspirational motivation” does not yield immediate results. However if in time the members start to respond to it, positive results will show in performance improvement, staff turnover reduction, and increase job satisfaction.
6. The case shows that having full support from senior management is also a key success factor.
7. The case shows that transformational leadership may not provide an effective solution to succession planning.
Subjects
轉換型領導
Type
thesis
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