The optimal model of Leadership

Transformational Leadership and the Integrated Leadership Model

To optimize the success rate in today's competitive market, companies must have an effective leader, which will maximize the available human resources to increase market share. Transformational leadership focuses on developing leadership strategies that align with the organization's vision tasks. "A characteristic of transformational leaders is to create a new vision, a vision that separates them from competitors, and where the organization is now" (Symons, 2006, 18 p.). The behaviors exemplified by a leader in providing transformational leadership skills necessary for effective impetus to innovate businesses today. "Over the past two decades, transformational leadership has emerged as one of the most popular approaches to understanding the effectiveness leader" (Piccolo and Colquitt, 2006, p. 327).

The integrated leadership model emphasizes leadership behaviors that focus on creating a relationship between performance and increased job satisfaction. Leaders can use the integrated philosophy of leadership model to get the boost it needed to motivate and maximize the use of human resources. The integrated leadership model illustrates a relationship between job satisfaction and customer satisfaction. Integrated leadership model promotes job satisfaction and motivate staff to participate in activities that produce quality results of the customer "(Perra, 1999).

Knowledge of skill levels

Obtain a broader understanding of the skill levels of employees is a transformational leadership behavior that helps leaders to develop strategies to maximize the use of human resources. Leaders can use the practice of assessing aspects of employee behavior to determine how to provide motivation and incentive for successful employees. "For leaders, understanding the differences in how the generations closer authority, leadership, and loyalty can be especially important" (Salopek, 2006, p. 22).

The lack of knowledge about the skill levels of employees can cause an organization to get the treats that have a negative effect on organizational performance. A successful leadership depends on the ability of a leader to develop strategies that maximize use of available resources. The process of maximizing the utilization of available resources including levels of matching skills with organizational tasks.

Understand the main objectives

Preparing employees to have a better understanding of the fundamental values ​​and objectives of an organization is an example of using the integrated model of leadership. The awareness of workers on the values ​​and objectives of an organization that promotes the consistency of work ethic and performance. A better understanding of organizational values ​​and objectives will help a leading provider of management employees need to complete the mission and vision of the organization.

The lack of knowledge on the aims and objectives of an organization can affect the performance of members of an organization. Rosen explains how sales teams have a tendency to focus on only 20 per cent of customers of an organization based on the assumption that 80 percent of the revenue generated by an organization of only 20 percent of customer base organization (Rosen, 2006). Building your own sales team throughout the 80-20 rule in contradiction with the main objective of leadership, that is, to make your people more valuable "(Rosen, 2006, p. 26)

Cultural Leadership

Focusing on the cultural leadership is a characteristic behavior in transformational leadership that improves the fusion of employees' personal values ​​with the values ​​of an organization. In an interview with Daniel L. Jorndt, president and chief executive officer of Walgreens Co., Jorndt illustrates this trust he has with the current company culture Walgreens. Jorndt said,
True to the generations of leaders before them, the people who run Walgreen Co. today are not visible. They do not generate a lot of media buzz, the scene of lavish parties or generate corporate bonds as a trendsetter with the highest profile. They speak the plain terms of the Midwest about hard work, discipline and long-term rewards rather than short term gains (Griffin, 2000, p. 221).
The interview portraits of strong cultural values ​​that Walgreens has built over 100 years of their stay, more in the field of pharmacy.

The existence of sub-cultures within an organization can make it difficult for an organization to assert their cultural values ​​among the employees of organizations. Companies must evaluate and focus on ways to improve the management of organizational awareness of organizational values ​​and desired cultural environment. Turman believes that the organizational management includes the use of targeted agencies to improve program management, and create or strengthen a culture of evaluation within an organization "(2003).

Conclusion

To compete in today's market place must have the ability to maximize use of available resources. Effective leadership will provide organizations with the leadership and vision required to maximize survival. The characteristics of the behavior described by the author providing a collaborative leadership and transformation of the integrated model of leadership to optimize organizational performance. The combination of leadership and transformational leadership model built represents an optimal model of leadership for today's competitive market.

References

Burns, J. M. (1978). Leadership. Harper and Row. New York. Retrieved June 26, 2006 from EBSCOhost database.

Griffin, M. (2000, December). Positive, productive people are key to the success of Walgreens: Interview with Daniel L. Jorndt. Age store chain. 76 (12), 221. Retrieved June 28, 2006 from EBSCOhost database.

Duta, A. (2005). Meta-level dialectical interpenetration and transformational leadership. Conference Papers - International Communication Association, Annual Meeting. New York, NY. Retrieved June 28, 2006 from EBSCOhost database.

Small, R. and Colquitt, J. (April 2006). Transformation leadership behaviors and work: the mediating role of the main features of work. Academy of Management Journal. 49 (2), 327-340. Retrieved June 26, 2006 from EBSCOhost database.

Perra, B. (1999, January). The leader in you. Nursing Management. 30 (1), 35. Retrieved June 27, 2006 from EBSCOhost database.

Rosen, Keith. (June 2006). Kill the 80-20 rule. Qualified Re-Modeler. 32 (6), 26. Retrieved June 26, 2006 from EBSCOhost database.

Salopek, J. J. Leadership for a New Era. (June 2006) T + D. 60 (6), 22-23. Retrieved June 25, 2006 from EBSCOhost database.

Symons, J. (April 2006). The vision thing. e.learning age. 18-19. Retrieved June 26, 2006 from EBSCOhost database....