TRANSFORMATIONAL Leadership

A lecture by Dr. MAXIMO B. GARMING For the Corn Farmer-Technicians of Cudal and Calaccad

Introduction The role every manager must fill in the workplace is leadership. Managers often make the mistake of assuming that because they are the managers, they are also the leaders and that their associates will automatically follow. In reality, position only denotes title, not leadership.

LEADERSHIP
Leadership is a process whereby one individual influences a group of individuals to achieve a common goal. The transformational leadership approach can help managers become exceptional leaders.

Transformational Leadership
a process that changes and transforms individuals. In other words, transformational leadership is the ability to get people to want to change, to improve, and to be led. It involves assessing associates' motives, satisfying their needs, and valuing them

 Therefore, a transformational leader could make the organization or THE COOP more successful by valuing its associates.

4 FACTORS TO TRANSFORMATIONAL LEADERSHIP The 4 Ls

Idealized influence describes managers who are exemplary role models for associates. Managers with idealized influence can be trusted and respected by associates to make good decisions for the organization. Inspirational motivation describes managers who motivate associates to commit to the vision of the organization. Managers with inspirational motivation encourage team spirit to reach goals of increased revenue and market growth for the organization. Intellectual Stimulation describes managers who encourage innovation and creativity through challenging the normal beliefs or views of a group. Managers with intellectual stimulation promote critical thinking and problem solving to make the organization better.

Individual consideration describes managers who act as coaches and advisors to the associates. Managers with individual consideration encourage associates to reach goals that help both the associates and the organization.

 Effective transformational leadership results in performances that exceed organizational expectations - in this case, the expectations of both the Cooperatives of Cudal and Calaccad

 When managers are strong role models, encouragers, innovators, and coaches, they are utilizing the four L's to help transform their associates into better, more productive and successful individuals.

Strengths and Weaknesses of Transformational Leadership

Strengths are widely researched (using wellknown leaders), effectively influence associates on all levels (from one-on-one to the whole organization), and strongly emphasize associates' needs and values. Weaknesses have many components that seem too broad, treat leadership more as a personality trait than as a learned behavior, and have the potential for abusing power.

Applying Transformational Leadership

Understanding the basics of transformational leadership and the four I's can help a manager apply this approach. A transformational leader has the following qualities:

empowers followers to do what is best for the organization; is a strong role model with high values; listens to all viewpoints to develop a spirit of cooperation; creates a vision, using people in the organization; acts as a change agent within the organization by setting an example of how to initiate and implement change; helps the organization by helping others contribute to the organization.

 Transformational leadership is a vital role for effective managers because leader effectiveness determines the success level of the organization.

 Using this approach, the manager (leader) and the associates (followers) are transformed to enhance job performance and help the organization be more productive and successful.

BASIC ELEMENTS OF GOOD GOVERNANCE IN THE MANAGEMENT OF ORGANIZATIONS

BASIC ELEMENTS 1.ACCOUNTABILITY - Making official of the organization answerable for organizational behavior and responsive to the organization which they derive their authority SPECIFIC AREAS OF ACTION -Establishing criteria to - Effective measure performance of management of officials. financial resources. -Institutionalizing - Engage in enterprise mechanisms to ensure development. that policies and objectives of the organization are realized and the implementation of programs and projects are met. KEY DIMENSION

BASIC ELEMENTS

KEY DIMENSION

SPECIFIC AREAS OF ACTION

2. PARTICIPATION -- enhancing members access to and influence on policy decisionmaking

- Participatory - Participation of governance/ members and management. member - undertaking beneficiaries in development for and the management by the member and of the public organization.

BASIC ELEMENTS

KEY DIMENSION

3. PREDICTABILITY - Existence of laws, policies, rules and regulations, to re4gulates organizational operation, and t6he fair application of these.

- establishing and sustaining appropriate legal and institutional arrangements. - observing and upholding the rules of laws.

SPECIFIC AREAS OF ACTION - Legal frameworks for organizational development, i.e. upholding to civil ser5vice policies and rules.

BASIC ELEMENTS

KEY DIMENSION

4. TRANSPARENCY - Availability of information to the members or to the general public regarding the operations of the organization. - clear organizational policies, rules, regulation, and decisions.

- ensuring to accurate and truly information about the organization and its operation and management.

SPECIFIC AREAS OF ACTION - disclosure of information

Conclusion
When transformational leadership is applied within the atmosphere of good governance, then there is no doubt that your cooperatives will take the path towards growth thereby benefitting all members, while creating a positive reputation for the cooperatives of Cudal and Calaccad.

Thank you for your time... I hope I have shown you the way.

Dr.Maximo B. Garming
mars/m-16