Why and how does Transformational Leadership Influence Subordinate’s Performance? Introduction Leadership is perhaps one of the most important aspects of management (Weihrich‚ et al‚ 2008). This is because leaders are responsible for the future changes and development of the organization and stakeholders. Transformational leadership can be separated into 4 sections namely being idealized influence‚ inspirational motivation‚ intellectual stimulation‚ and individualized consideration (Bass‚ 1985)
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THE IMPACT OF MOTIVATION ON JOB SATISFACTION AMONGST EMPLOYEES OF A NATIONAL BROADCASTER XOLANI ENOCH TYILANA SHORT DISSERTATION Submitted in partial fulfilment of the requirements for the degree MAGISTER COMMERCII in BUSINESS MANAGEMENT in the FACULTY OF MANAGEMENT at UNIVERSITY OF JOHANNESBURG STUDY LEADER: PROFESSOR WOLHUTER BACKER OCTOBER 2005 Acknowledgements I dedicate this work to my country South Africa. I also want to express my sincere gratitude to my family
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seeks to understand why people behave the way they do. The intention is to produce goal-oriented behavior. It aims at influencing good result and arises from within the individual. The inner feeling balances the perception of an individual and satisfaction of his needs that influence the direction‚ volume‚ behavior limitation and efforts of an individual. Hence motivation is an inducement of inner feeling of an individual. It cannot be forced upon from the outside. According to Steers and Porter
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Achievement motivation: 9 COGNITIVE THEORY: 10 Goal-setting theory 10 Models of behavior change : 10 Other motivational theories 10 JOB SATISFACTION 12 LITERATURE REVIEW: 14 PRESENT STUDY: 25 METHODOLOGY 26 LIMITATION 28 OBSERVATION AND FINDING 28 CONCLUSION 28 BIBLIOGRAPHY 29 INTRODUCTION: This is a descriptive study looking into the impact of motivation on job satisfaction. The management dilemma in many organizations in today’s fast paced technological environment is how managers can improve the motivation
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Transformational Leadership Lindsey L. Richardson Georgia College and State University Transformational leadership‚ as a concept‚ has been present and used with leaders all over the world as far back as history records. This style of leadership has been central to several leadership techniques‚ research articles‚ and books for an extended history. Transformational leadership developed as a vocabulary term when it was first introduced by James MacGregor Burns in his book‚ Leadership
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Transformational Leadership: Suppressing the minority In Ethics‚ The Heart of Leadership‚ Michael Keeley argues against transformational leadership. He believes that the only to prevent harm done to the minorities by the majorities is “to keep majorities from uniting around a common interest – the reverse of what transformational leaders are supposed to do” (Ethics‚ 124). In general‚ I agree with Keeley. He attributes this idea to James Madison‚ although other scholars have disagreed
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giving or receiving something for a desirable effort or behavior. In this essay‚ impacts of external rewards will be discussed‚ such as privileges‚ money and other incentive. Using reward policy could be beneficial to organizations as well as employees. As a matter of fact there are a lot of evidence that have been provided by researchers‚ which show the direct relation between reward‚ performance and job satisfaction. In contrast‚ punishment is found necessary to apply in order to balance the strategy
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Transformational Leadership What is Transformational Leadership? Transformational Leadership is a type of leadership style that can inspire positive changes in those who follow. They are energtic‚ enthusiastic and passionate. They help and assist each and every member in the group. James MacGregor Burns introduced this concept for the first time. According to Burns Transformational Leadership can be seen when "leaders and followers make each other to advance to a higher level of moral and motivation
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Transformational and Transactional Leadership Styles‚ Followers’ Positive and Negative Emotions‚ and Performance in German Nonprofit Orchestras Jens Rowold‚ Anette Rohmann Although the transformational-transactional leadership paradigm has received increased attention from the research community over the past two decades‚ the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain
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questions‚ significant of the study as well as the scope of the study and its limitations. 1. BACKGROUND INFORMATION There is an ongoing problem about leadership styles and its impact on various aspects of employee performance and their work-related health. It has been suggested that leadership factors had an influence on the employee performance‚ although relationship between leaders and subordinates has gradually been more focused; but it is still scientifically unclear as to what extent
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