Certificate of Completion from XLRI Jamshedpur (one of India's leading management school) without quitting your job.
2 On-Campus immersion modules, Self-assessment & Reflection Surveys.
Lectures imparted by eminent faculty from XLRI.
Live & Interactive Digital Learning Platform –A unique transformational leadership journey.
Access to interactive live sessions with industry stalwarts.
Flexibility of attending the classes online from anywhere.
Personalized feedback from industry experts.
Why Transformational Leaders and not Transactional Leaders?
| Transactional leadership | Transformational Leadership |
|---|---|
| Leadership is responsive | Leadership is proactive |
| Works within the organizational culture | Work to change the organizational culture by implementing new ideas |
| Transactional leaders make employees achieve organizational objectives through rewards and punishment | Transformational leaders motivate and empower employees to achieve company’s objectives by appealing to higher ideals and moral values |
| Motivates followers by appealing to their own self-interest | Motivates followers by encouraging them to transcend their own interests for those of the group or unit |
Transformational leaders:
Transformational leadership may be found at all levels of the organization: teams, departments, divisions, and organization as a whole. Such leaders are visionary, inspiring, daring, risk-takers, and thoughtful thinkers. They have a charismatic appeal. Butcharisma alone is insufficient for changing the way an organization operates. For bringing major changes, transformational leaders must exhibit the following four factors:
Some reasons for you to consider adopting a transformational leadership style:
Transformational leadership is so crucial that organizations often suffer without it - The positive connection between transformational leadership and job characteristics is so strong, we should almost expect an opposite result in organizations that do not employ it. When switching to a transformational style of leadership,a principal ordean must understand how he or she is to influence task perception. The shaping of daily tasks in a transformational manner helps foster positive perceptions among followers.
Transformational leadership makes work meaningful - Meta-analytic research has produced evidence of a positive relationship between transformational leadership and work-related results. These findings demonstrate that transformational leaders make work meaningful by providing autonomy. Followers of transformational leaders feel strongly that their work is esteemed and self-congruent.
Transformational leadership makes workers feel more empowered - Transformational leadership encourages a feeling of empowerment in all followers. There is an inverse relationship between cynicism and transformational leadership, because persons under a highly transformational leader are usually intellectually stimulated and constantly challenged to be open-minded. Various studies have demonstrated relationships between follower empowerment and job satisfaction, decreased anger and frustration, and a sense of organizational attachment.
Transformational leadership allows workers to feel connected to their organization - Transformational leaders motivate by increasing self-efficacy in followers, by facilitatingsocial identification within a group, and by linking organizational values to follower values. This allows followers to feel more determined in their work and augments their perceived empowerment.
Transformational leadership makes workers want to stay around - While cynicism and intentions to quit are widely considered symptoms of employee negativity, initial research in organizational behaviours has considered them to be generalized traits. Recent studies found cynicism to be a specific construct; a reflection of the followers’ perception of the leader. Cynicism is a product of ineffective leadership and lack of participation and consultation in decision making.Intention to quit (ITQ) is another form of employee’s negative reaction to poor leadership. Factors that have been linked to ITQ include poor pay, and lack of job satisfaction and goal commitment. Employees are unlikely to have ITQ toward an organization where their need for efficacy is met in their respective job responsibilities. Highly resilient followers are more likely to adapt after setbacks at work, rather than leave the organization.
Transformational leadership is universal - A study by Boehlke, Bonitos, Distefano, and Distefano investigated the existence of universally consistent behaviours.They sampled 145 senior executives in two divisions of a global petroleum company and its subsidiaries around the world.One of the major findings of the study was that the basic dimensions of leadership that produce extraordinary performance are universal, with little variation in the six different parts of the world sampled. However, some leadership differences were attributed to the different corporate cultures in the two company divisions.
On-Campus Component 1 (3days)
Course Coverage via Live & Interactive Virtual Sessions
On-Campus Component 2 –Valedictory Module (2 days)
Work Experience - Working professionals with a minimum of 15 yearsof work experience as on 01 July 2019.
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