Fusing Theory to Practice: A Case of Executing Analytical Strategic Leadership Tool

Transformational Leadership And Strategic Thinking Literature Review

The elements of transformational leadership are displayed in Figure 1. An extensive research on the concept of transformational leadership (Howell and Avolio, 1992; O’Connor et al., 1995) proposes focused attention to ensure the organizational leadership process to be highly gutted from the pseudo-side of the transformational leadership. Transformational Leadership is characterized as leader’s ability to articulate a shared vision of the future, intellectually stimulating the employees by attending to the individual differences in their work force (Lowe, Kroeck, and Sivasubramaniam, 1996). According to Kouzes and Posner (2003), the practice of enabling others to act, (Padykula et al., 2013) focuses extensively on creating an environment where trust, collaboration and accountability are valued and acknowledges the significance of encouraging the heart. When followers gain a sense of appreciation, they establish full dedication to their common organizational goals. Transformational leaders (Hurley and Linsley, 2007) filled with self-awareness, in addition to intense personal humanistic attributes such as creativity and flexibility, display strong ability to inspire others. The leaders, when aligned with leadership attribute (Kouzes and Posner, 2003), inspire and empower their followers to engage in collaborative work.