Duringthis course, Transformational Leadership has enlightened and educatedme in three dimensions. First, being a follower, a leader andidentifying personal values. This course immersed me with diversestages (Boud &Docherty, 2006). I was capable of identifyingdifferent qualities of leaders, their proficiencies, differentleadership theories and other leadership styles, followers’contribution to achieving the established objectives as well aseffective decision making. To be precise, transformational leadershiphelped me to differentiate my leadership style and probable theoriesto help me progress in the right direction as a leader in myorganization.
Tobegin with, the content and assignment in the course was instrumentalto my understanding on the role of leadership communication (Hardin,1991). Mostleaders use all forms of communication to reach out to customers,staff, and other stakeholders. They actively inspire the exchange ofinformation within the organization. All communication whetherwritten or verbal constitutes and defines an organization as well asthe leaders within such an institution. Successful leaders are knownto advance the art of selecting personal communication styles thatare honest, open, fair and suitable to the diverse circumstances andaudiences. The leaders have also developed the skill to listenattentively others, including those with opposing opinions. Theysensibly and considerately make course corrections as the needarises.
Strategicleadership is broad in scope. Strategic decisions affect areasvarious separate areas of the business organization (Yancoy, 1998).An operative strategic leader sees the organization as dependent andunified so that decisions and actions in one area of the organizationare executed with their effect on other areas of the entity in mind.Functioning leadership does not necessarily spread this extreme.
Secondly,strategic leadership is oriented. Strategic leadership takes placeover a longtime. The strategic leader functions with an extensiveschedule, integrating immediate results and a durable focus. Goodoperating leaders manage day-to-day tasks efficiently and have teamwork skills that ensure that immediate aims are achieved.
Additionally,strategic leadership is change oriented. The strategic leader isalways a driver of organizational adjustment. The effect of his orher work is seen to flow or is felt throughout the organization (Boud&Docherty, 2006). Operative leadership does not substantiallyestablish major organizational change. For instance, realizing thequarter`s targets may necessitate that team works well together, animperative leadership task, but it does not essentially requirechange.
Boud,D., Cressey, P., & Docherty, P. (2006). Productivereflection at work: Learning for changing organizations.London: Routledge.
Hardin,J. N. (1991). Reflectionand action: Essays on the Bildungsroman.Columbia, S.C: University of South Caroina Press.
Yancey,K. B. (1998). Reflectionin the writing classroom.Logan, Utah: Utah State University Press.