Introduction
Having covered the information presented in the previous modules, I have arrived at certain conclusions regarding both the ideas addressed and the general view on the goals I personally strive to achieve through these studies.
Main body
One of the concepts presented in the modules seems especially appealing to me: it is the idea of transformational management, the type of leadership which involves paying particular attention to every member of a team, their inspiration, and motivation (Avolio & Yammarino 2013; Liu 2013). It appears that intellectual stimulation, respect, and trust are the core ingredients of this kind of management and it seems logical that a team created with the help of such elements should be rather successful. In general, transformational management has been displayed in a particularly enticing way, as its difference from the older and more traditional transactional type of leadership was demonstrated. It has also been shown that transformational management is more capable of bringing positive results than the transactional type of leadership, which involves a more detached relationship between a leader and subordinates, mostly presupposing a simple exchange of services and rewards (Yang Wu & Huang 2013; Liu 2013).
It appears that businessmen, managers, and researchers have put a lot of faith into the transactional type of management, and their hopes have been proven not to be misplaced by numerous studies (Avolio & Yammarino 2013). This kind of leader-subordinate relationship seems to be particularly useful and successful in case of working with turbulent business environments, which is not a rare occurrence nowadays when the global economy appears to be in a rather insecure position in correlation with recent political disturbances, which seem to have affected the world at large (Liu 2013). Although I tend to believe that I have always realized the advantages of adopting the transformational style of leadership, to receive scientific proof of it is very encouraging. While it is expected that in the future more successful leadership styles will be developed, for the time being, this one seems to be the more beneficial one and therefore should be favored by modern managers (Avolio & Yammarino 2013).
Another important point, which I have always expected to discover scientific proofs to, is the following. It appears that while studying the theory of managerial processes is definitely extremely useful for my career, nothing but the experience gained in the process of management can help me achieve true success (Bigler & Williams 2013). Again, although this idea has been addressed before and does appear logical, finding grounds for it in my studies as well as through my personal experience is important for structuring plans and establishing goals in the future.
Conclusion
It seems to me that these studies do not only help me in discovering new knowledge about my career field or fortifying my own beliefs about its nature. It appears that I am beginning to realize what strong points and weak spots I currently possess as a leader. To see the direction I should take in order to achieve success is particularly important in respect of reaching my personal goals, and I believe, I am coming closer to this breakthrough. While studying theory does not provide me with invaluable experience, it helps me to rationalize my view of management in general and to find my place in a company structure.
Reference
Avolio, B & Yammarino, F 2013, Transformational and charismatic leadership, Emerald, Bingley, UK.
Bigler, W & Williams, F 2013, ‘Word-class Strategy Execution through ‘on the job’ Leadership Development’, Business Studies Journal, vol. 5, no. 1, pp.95-112.
Liu, Y 2013, ‘Sustainable competitive advantage in turbulent business environments’, International Journal of Production Research, vol. 51, no.10, pp.2821-2841.
Yang, L-R, Wu, K-S & Huang, C-F 2013, ‘Validation of a model measuring the effect of a project manager’s leadership style on project performance’, KSCE Journal of Civil Engineering, vol. 17, no. 2, pp.271-280.