thanks TRANSFORMATIONAL LEADERS INSPIRE THEIR FOLLOWERS TO ATTAIN HIGH STANDARDS OF PERFORMANCE, OTHERWISE UNREACHABLE WITHOUT THE ACTIONS OF THE LEADER. THUS, THE ACTIONS OF THE LEADERS IMPACT POSITIVELY ON THE PEOPLE AND TRANSFORM THEIR BEHAVIOUR FOR THE BETTER.
The five key drivers of change are people, information, an increased ability to communicate, technology and global competition. Transformational leaders tap into all the factors lenient to change in order to motivate their people into outstanding excellence. An excellence that delivers a remarkable value to all stakeholders in the organisation and the community at large.
Increasing population means more support in terms of food, essential items and services. There is also the potential for more innovation and creativity because of the increased diversity of human talents.
The transactional leadership process is often viewed as a situation, where people simply obey the orders of their leader and live up to a certain standard of behaviour dictated by a contractual agreement.
Transformational leaders inspire their followers to attain high standards of performance, otherwise unreachable without the actions of the leaders. Thus, the leader’s action impacts positively on the people and transform their behaviour for the better.
The true leader looks at people as an investment to be developed, not a cost to be borne. A culture promoting learning in an organisation is key to being a successful change leader. Learning is a catalyst for unleashing or unlocking the potentials of people, both individually and in groups.
To gear up the momentum of effectiveness, the true leader does not alienate the people but creates processes to inform and draw in their inputs on matters affecting them personally.
Analysts have observed that when people gather together in small groups of four to six, performance defined as intelligent action seems to improve, but when the number is increased to ten, performance levels off and begins to dwindle from there.
With globalisation and improved communication, people are constantly exposed to excellence in their various dimensions. Alongside this exposure is the expectation of how good they want their organisation to be. They challenge their leaders to replicate the excellence that is not strange to other organisations.
Trends in globalisation riding on improved technology highlight the fact that competitors are no longer based in the same geographical area. This fact is influencing the way organisations do business. For instance, relying heavily on the Internet and email for communication, an accountancy firm in England uses a bookkeeping service in Asia.
The availability of information, especially with the creation of the Internet is quite supportive of leaders who can easily sift through and extract complex ambiguous ideas that would enable them to sharpen their creative bent and drive change.
