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Connie Kalble Green & Christopher UNIV 391 15 March 2012 Reflection C: A Transformational Approach to Leadership There are

many theories that outline leadership patterns and styles. The main theories of leadership outlined in the readings included: transactional, laissez-faire, contingency, leadership mystique, and transformational leadership. Through my involvement in the Psychology Department and my close mentor relationships, I have seen the transformational leadership theory at work, and continue to exhibit this form of leadership when working with other undergraduates involved in the lab. My graduate mentor, Ashley has provided me with great example of a leader, fulfilling the role model component of transformational leadership; just as she inspired me to pursue a career in academia, I hope to follow in her footsteps by instilling the same light in others. Champoux (2011) and Northouse (2009) identify theories of leadership as well as crucial characteristics of a leader. Both authors identify transactional, or leader-member exchange, leadership as a primary theory. Transactional leadership involves a relationship between a leader and his or her subordinates, in which the efforts or work of the follower are exchanged for rewards established by the leader. Leaders can be seen as either active or passive; active leaders closely monitor the work of their subordinates, immediately correcting the situation, whereas passive leaders intervene only when goals are not met or a problem arises.

Kalble 2 Secondly, laissez-faire leadership is a very passive approach taken by some leaders. Northouse describes this form of leadership as one in which the leader hands over much of the responsibilities to the subordinates as well as delays important decisions and relaying feedback. This theory is criticized because of its lack of emphasis placed on followers, which many times hinders the growth of the organization. Thirdly, Champoux distinguishes between the contingency theories of Fiedler and House. Fiedler believes that leaders are predisposed to a certain skill set. This set of skills can either be more task based (like transactional leadership) or can be more person based (like transformational leadership). For Fiedler, it is very difficult to unnaturally change ones leadership style. For House, the role of the leader is very influential in terms of follower motivation and goal attainment. Leaders who are seen as directive, supportive, participative, and achievement-oriented often inspire subordinates to reach group goals. Finally, Champoux and Northouse address transformational leadership. Transformational leadership is a very active, hands-on approach to leadership that involves a very individualized relationship between the leader and his or her subordinates. The main goal of transformational leadership is to inspire change in subordinates, which motivates them toward a common goal. Northouse outlines many characteristics of a transformational leader, including charisma, individualized consideration, intellectual stimulation, and a strong desire to influence, but Champoux identifies self-confidence, intelligence, and knowledge of the business as the most important traits. Through my involvement in research over the past three years, I have had the privilege of working with a fabulous leader, my graduate mentor, Ashley. From the beginning, Ashley was always certain to take careful consideration of the individual needs

Kalble 3 and talents present in our lab. Self-confident and charismatic, Ashley has influenced and inspired me to continue my research on womens health. As a subordinate in lab, I always felt inspired to reach common goals. I was truly transformed as a researcher by the leadership abilities Ashley possesses. Currently as a senior lab member, I, too, am seen as a leader for the undergraduates in lab new to research. I see the success of our lab as inseparable from underclassmens needs, because their growth as researchers is what will drive the success of our projects. I have come to know the strengths and weaknesses of the three undergraduates I mentor through reading their grant proposals, interaction in group settings, and listening to the concerns they have. I have made myself very open to any questions they have, any time of the day. I am sure to be supportive in their endeavors, carefully considering all suggestions they bring to the table. In order to facilitate their learning, I push their abilities to foster growth as a writer, an investigator, and researcher. As I plan to pursue a career in academia, leadership will be a very crucial part of my future. As Northouse illustrates, transformational leaders are highly successful. Bennis and Nanus conducted a study of ninety leaders about their leadership styles and approaches. These leaders embodied traits similar to transformational leaders, like clear visions, trust, and positive self-regard. Kouzes and Posner conducted a similar study of 1,300 managers, which also named modeling, inspiring, and enabling as important qualities among leaders. These two studies can be seen as evidence of success of leaders embodying these transformational leadership characteristics. While many leadership models may exist, the transformational leadership model is the case with which I most identify. Through mentors provided for me through my

Kalble 4 research and my experiences as a leader, I find the rewards of transformational leadership to be the greatest. This not only allows an organization to thrive, but also allows for followers within the organization to grow and become inspired. I also feel, based on evidence provided by the readings, this model sets leaders and their subordinates up with the greatest opportunities for success.

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