Introduction
Organizational leadership has been a burning issue for many decades. There are many definitions for this concept. For instance, Sadeghi and Pihie (2012, p. 187) focus on the leader’s ability to direct human resources “toward the strategic objectives of the organization”.
Obiwuru et al. (2011) stress that the most important is the leader’s ability to inspire those led. Many researchers claim that leadership is closely connected with such concepts as performance, loyalty, effectiveness, etc.
Therefore, it is possible to note that the leader has to complete a number of tasks within an organization.
First, the leader is the one who has the vision and understands the company’s goals. The leader also knows how to achieve the goals. However, it is not enough to develop a thorough plan to reach the company’s goals. It is essential to understand which employee can complete certain tasks.
The leader is the person who assigns people to fulfil this or that task. Admittedly, the leader should do this wisely.
Finally, the leader should make employees believe they can achieve the company’s goals together. Inspirational leader will encourage the employees to become effective members of the team.
Researchers identify a number of leadership styles. Transformational style is regarded as one of the most effective. This leadership style often results in loyalty and high performance of the employees. Transformational leaders take into account lots of details.
The transformational leader instructs, guides and inspires his/her subordinates. The transformational leader is often a person who knows his/her job perfectly well. This kind of leader has authority and people tend to listen to his/her advice.
The transformational leader is often empathetic and listens to his employees and, what is more important, hears them. In other words, the transformational leader is the person who has an exceptional and rather inspirational personality.
Literature Review
The transformational leadership has been studied for many years. Many researchers agree that this is the most effective type of leadership. Though, there are those who believe that transformational style is not that effective and there are more efficient leadership styles.
Atkinson and Pilgreen (2011) are among those who favour transformational leadership style. The researchers note that this type of leadership style can be employed in a variety of settings.
They also note that transformational leadership positively effects employees’ performance and the company’s overall performance. Notably, Atkinson and Pilgreen (2011) focus on the field of research and they claim that this type of leadership is beneficial for research administrators.
Omar and Hussin (2013) focus on academic settings and the researchers have found that transformational leadership positively effects employees’ performance and job satisfaction.
Omar and Hussin (2013) claim that there is a strong correlation between transformational leadership and job satisfaction, performance and employees’ loyalty. Sadeghi and Pihie (2012) also stress that transformational leadership favourably affects performance of academic departments.
Molero et al. (2007) focus on business environment. The researchers compare transformational leadership and traditional types of leadership.
They claim that transformational leadership positively affects employees’ performance and Shibru and Darshan (2011) emphasise that transformational leadership is crucial for subordinate satisfaction in the business environment.
Nonetheless, some researchers argue that effectiveness of transformational leadership is often overestimated. Thus, Almansour (2012) claims that transformational leadership can be effective for completing some routine tasks.
However, it is inefficient when it comes to responsiveness to a variety of situations. Obiwuru et al. (2011) compare transactional and transformational leadership styles.
The researchers argue that transactional leadership is much more effective for employees’ performance. Though, it is necessary to note that the researchers focused on small enterprises.
The Information
The Choice of the Interviewee
Irrespective of some negative views on transformational leadership, this type of leadership is the most effective as it results in employees’ job satisfaction, loyalty and high performance. Remarkably, leaders often combine different leadership styles.
However, there are people who resort to one leadership style. Mr. Mohammed Kadorra is one of such leaders. It is possible to state that he is an embodiment of transformational leadership style.
Mr. Mohammed Kadorra ‘s life is quite remarkable. He lost his family in the war and he devoted his life to helping other people. He did not have the necessary education but he managed to become a successful nurse.
He started his career as a Nurse Assistant and he knows the health care system well. His leadership qualities enabled him to move up the ladder quite fast. At present, he is the vice president of Al Zahra Group.
He understands the organization’s mission and vision. He also always knows what to do in different situations. He has helped many people and he helps the company accomplish its mission.
Employees are ready to follow this inspirational leader as they trust and respect him. To understand peculiarities of Mr. Mohammed Kadorra’s leadership style, it is possible to analyse the interview held with this person.
Information about the Interview
First of all, it is necessary to note that Mr. Mohammed Kadorra is a very punctual person. He is also a very good interlocutor. He listens attentively and eagerly answers the questions. He is also precise. He does not waste words. He believes that the leader is the person who is able to lead and help people to achieve certain goals.
One of the most important questions asked was how Mr. Mohammed Kadorra works with his subordinates. Mr. Mohammed Kadorra pays a lot of attention to setting goals. He understands that if a goal is set properly (i.e. clearly), it will be fulfilled.
He adds that the goals should be achievable and it is important to be patient as some processes need a lot of time. Moreover, Mr. Mohammed Kadorra points out that each employee should obtain tasks which are achievable for him/her.
He has witnessed a lot of different situations when employees were given too difficult tasks and failed to carry them out. Mr. Mohammed Kadorra stresses that this is an unacceptable situation.
It does not mean that the employee does not have the necessary qualification, but it means that the manager failed to distribute tasks properly. Mr. Mohammed Kadorra states that he has tried to teach mangers to evaluate each task given to an employee.
Mr. Mohammed Kadorra also stresses that communication is vital for effective performance. Thus, he notes that the leader should understand how to communicate this or that message. He argues that the leader should not only guide but the leader should inspire those led.
At that, Mr. Mohammed Kadorra emphasizes that communication should have two vectors, i.e. the leader is not the only generator of messages. According to Mr. Mohammed Kadorra, effective leader always listens to the employees.
More so, the leader encourages employees to generate ideas and articulate them. Thus, Mr. Mohammed Kadorra always tries to listen to different viewpoints and takes into account all possible details before he comes to a conclusion.
Mr. Mohammed Kadorra also has a very interesting view on appraisal. He states that the leader should not be only inspiring. The leader should evaluate employees’ performance and praise the most effective subordinates.
He understands that monetary rewards are very effective, but there are lots of other different ways to praise subordinates.
Mr. Mohammed Kadorra states that some leaders do not understand that even a few words can be regarded as appraisal and can inspire an employee to work and achieve new goals.
Conclusion
On balance, it is possible to note that Mr. Mohammed Kadorra is an exemplary transformational leader. He guides his subordinates, but he exploits democratic ways. Thus, he always listens to different viewpoints. He understands the importance of transparent and effective communication.
This leader is ready to help his subordinates and praise high performance. He is also empathetic. Besides, this inspirational leader has quite an exceptional life as he had lots of sorrows and managed to help many people in extreme situations.
All this makes Mr. Mohammed Kadorra an effective leader who is capable of leading his subordinates.
I believe transformational leadership is beneficial for a company as this kind of leader has the vision and can inspire each employee to work hard to achieve the goal. It is essential in the contemporary competitive business environment.
At present, many companies can provide employees with high salaries, but only a few have inspirational leaders who can create effective teams of high-profile professionals who are committed to achieve the goals within short time limit. Such companies become more successful.
Reference List
Almansour, Y.M. (2012). The relationship between leadership styles and motivation of managers’ conceptual framework. Journal of Arts, Science and Commerce, 3(1), 161-166.
Atkinson, T.N. & Pilgreen, T. (2011). Adopting the transformational leadership perspective in a complex research environment. Research Management Review, 18(1), 1-23.
Molero, F., Cuadrado, I., Navas, M. & Morales, J.F. (2007). Relations and effects of transformational leadership: A comparative analysis with traditional leadership styles. The Spanish Journal of Psychology, 10(2), 358-368.
Obiwuru, T.C., Okwu, A.T., Akpa, V.O. & Nwankwere, I.A. (2011). Effects of leadership style on organizational performance: A survey of selected small scale enterprises in Ikosi-Ketu council development area of Lagos State, Nigeria. Australian Journal of Business and Management Research, 1(7), 100-111.
Omar, W.A.W. & Hussin, F. (2013). Transformational leadership style and job satisfaction relationship: A study of structural equation modelling (SEM). International Journal of Academic Research in Business and Social Sciences, 3(2), 346-365.
Sadeghi, A. & Pihie, Z.A.L. (2012). Transformational leadership and its predictive effects on leadership effectiveness. International Journal of Business and Social Science, 3(7), 186-197.
Shibru, B. & Darshan, G.M. (2011). Transformational leadership and its relationship with subordinate satisfaction with the leader. Interdisciplinary Journal of Contemporary Research in Business, 3(5), 686-697.