Transformational Leaders and Employees
Posted on May 23, 2013 by TNS Consulting Team (via Scott Spayd)
Take a minute to think about the leaders at your organization. What are the characteristics that define each leader? Is there one key quality that sticks out or is it a combination of qualities? It is no surprise that transformational leaders can have a very positive impact on employees within an organization.
The most inspiring transformational leaders bring about positive impacts on the employees that they lead. According to Kovjanic, Schuh, Jonas, Quaquebeke, and Van Dick (2012), the most influential leaders are those that anticipate the needs of their followers and work to satisfy those needs. Depending on particular situations organizations may find themselves in this may mean something as simple as being an advocate for change.
All employees at an organization have the need for acceptance and perceived competence. In other words, employees want to be told they are doing well and that someone is noticing their hard work. Leaders are truly transformational when they are sensitive to these needs and make sure that employees feel they are appreciated.
Based on the jobs I had in high school and college I had the opportunity to work with one true transformational leader. The difference between this manager and others at different jobs for me was the ability of the leader to relate to employees. While it is always important for managers not to blur the levels of manager and subordinate, there is something to be said for those managers that can relate to employees. The researchers also agree that a leader’s ability to relate to others has a direct impact on the performance and self-esteem of employees.
What do you believe are the keys to transformational leaders having a positive impact on employees?
Reference: Kovjanic, S., Schuh, S., Jonas, K., Quaquebeke, N., & Van Dick, R. (2012). How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees’ needs as mediating links. Journal of Organizational Behavior, 33, 1031-1052.