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Models of Transformational Leadership
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The needs of the commercial environment are dynamic. Leadership needs do more than respond to change, it should also encourage innovation. The 23 page looks at the different models of management that have led to transformations. The paper starts by looking at Scientific Management and the work of Talyor, Frank and Lillian Gilbreth and Gantt. The paper then looks at models such as those indicated by Weber, Burns, McGregor, Handy and Senge, arguing there is not single model of leadership can be applied universally to encourage innovation and transformation. This is especially true in situation such as laboratories or high tech environments where there is a high level of expertise with employees as well as mangers. The paper argues that the leadership model used to achieve transformation should depend on many factors. The bibliography cites 15 sources.
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Pages:
23
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Filename:TS14_TEtransled.rtf |
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Paper Title:
Models of Transformational Leadership
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