Файл: Выбор стиля руководства в организации: Трансформационное и транзакционное лидерство.pdf

Одним из методов измерения восприятия лидера является анализ его репутации, поскольку это может отражать общий уровень взаимодоверия с работниками. Это может быть сделано с помощью опроса, который может показать мнение сотрудников (в количественном выражении) об их боссе по сравнению с базовыми показателями. Усиленное взаимодействие с сотрудниками и большая вовлеченность сотрудников в рабочий процесс благодаря правильно подобранному стилю руководства приводит к повышению производительности и удовлетворенности клиентов. ^[58]

Это также приводит к усилению индивидуального карьерного роста и развития, и большей индивидуальной производительности, что часто приносит пользу организации^[59].

В разных исследованиях было выявлено положительное влияние лучшего вовлечения сотрудников в рабочий процесс на безопасность труда, удовлетворенность клиентов, финансовые показатели, удержание сотрудников, что также подтверждается огромным массивом исследовательских данных, собранных и обработанных Gallup.^[60]

Данные собираются с помощью опроса Q12, инструмента, который имеет более чем «30-летний опыт количественных и качественных исследований». Он обладает наивысшей достоверностью и надежностью, подтвержденной рядом промышленных и академических исследований^[61]

В ходе опроса признается тот факт, что вовлеченность сотрудников в рабочий процесс может стимулироваться трансформационным руководством с некоторыми элементами транзакционного стиля, а также признается важность воспринимаемой репутации организации и лидера. Текущая версия Q12 была разработана в 1998 году и использовалась как метод измерения вовлеченности сотрудников в рабочий процесс в случае с более чем «7 миллионами сотрудников в 112 разных странах».

Gallup использует всего 12 вопросов и общий «нулевой» вопрос. Нулевой вопрос определяет общий уровень удовлетворенности работой^[62]. Это общий исходный результат показывает удовлетворенность своей компанией. Другие 12 вопросов, поясняют почему люди вовлечены (или не вовлечены) в свою работу. Каждый вопрос затрагивает одну сферу.

Вопрос 1: Ожидания.

Определение и уточнение целей - это важнейшая компетенция лидера.^[63]

Вопрос 2: Ресурсы и оборудование.

Получение людьми тех инструментов, что им нужны для выполнения своей работы, важно для максимизации эффективности и демонстрации сотрудникам, что их работа ценится, и они поддерживаются.^[64]

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Вопрос 3: Интеллектуальная стимуляция и возможность получать новые вызовы.

Люди должны понимать, что работа — это не только рутина, но и новые вызовы, которые им интересны. ^[65]

Вопрос 4: Признание за хорошую работу.

Эффективный лидер признает и вознаграждает сотрудников наиболее подходящим образом.^[66]

Вопрос 5: Забота о работниках.

Лучшие лидеры слушают людей и используют правильно их уникальные потребности. Они находят связь между этими потребностями и потребностями компании.^[67]

Вопрос 6: Поощрение развития сотрудников.

Эффективные лидеры предоставляют возможности, которые соответствуют талантам сотрудников, принося пользу как работникам, так и компании.^[68]

Вопрос 7: Мнение важны.

Рассмотрение мнений работников часто может привести к лучшим решениям, учитывая неопределенность внутренней и внешней среды.^[69]

Вопрос 8: Миссия / Цель.

Хорошие лидеры могут помочь сотрудникам увидеть, как важен будущий результат, который они достигают благодаря каждодневной работе.^[70]

Вопрос 9: Фокусировка на качестве.

Лидер показывает общие цели и показатели качества

Вопрос 10: Лучший друг.

Лучшие лидеры могут создавать доверительные отношения с каждым работником.^[71]

Вопрос 11: Прогресс.

Предоставление времени и правильного подхода для обсуждения прогресса, достижений, целей каждого сотрудника,

Вопрос 12: Учеба и развитие.

Сотрудники должны знать, что они совершенствуются. Хорошие лидеры выбирают тренинги, которые будут полезны как для человека, так и для организации.

Таким образом, можно заключить что трансформационный стиль руководства действительно ведет к более высокой вовлеченности в рабочий процесс, и это все можно измерить с помощью такого инструмента как Gallup Q12.,

ЗАКЛЮЧЕНИЕ

В заключение, было показано, что на данный момент существует множество теорий и подходов к теме стилей руководства в организации и стилей лидерства. Трансформационное лидерство действительно ведет к большей вовлеченности в работе среди сотрудников.

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1. Rath T., Conchie B. Strengths based leadership: Great leaders, teams, and why people follow. – Simon and Schuster, 2008. ↑

2. Шейн, Э. Г. Организационная культура и лидерство. 4-е изд. Издательский дом" Питер", 2013. ↑

3. Parry K. W., Sinha P. N. Researching the trainability of transformational organizational leadership //Human Resource Development International. – 2005. – Т. 8. – №. 2. – С. 165-183. ↑

4. Ali N. et al. Transformational and transactional leadership as predictors of job satisfaction, commitment, perceived performance and turnover intention (empirical evidence from Malakand division, Pakistan) //Life Science Journal. – 2014. – Т. 11. – №. 5. – С. 48-53. ↑

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7. Men L. R., Stacks D. W. The impact of leadership style and employee empowerment on perceived organizational reputation //Journal of Communication Management. – 2013. – Т. 17. – №. 2. – С. 171-192. ↑

8. Mcbain R. Employee engagement–the emergence of a new construct? //Henley Manager Update. – 2006. – Т. 17. – №. 4. – С. 21-33. ↑

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13. Gagné M., Deci E. L. Self‐determination theory and work motivation //Journal of Organizational behavior. – 2005. – Т. 26. – №. 4. – С. 331-362. ↑

14. Griffin R. W., Moorhead G. Organizational behavior. – Cengage Learning, 2011. ↑

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17. Wang H. et al. Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior //Academy of management Journal. – 2005. – Т. 48. – №. 3. – С. 420-432. ↑

18. Huang X. et al. Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates //Journal of Organizational Behavior. – 2010. – Т. 31. – №. 1. – С. 122-143. ↑

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21. Bass B. M., Bass R. The Bass handbook of leadership: Theory, research, and managerial applications. – Simon and Schuster, 2009. ↑

22. Spreitzer G. M., Perttula K. H., Xin K. Traditionality matters: An examination of the effectiveness of transformational leadership in the United States and Taiwan //Journal of Organizational Behavior. – 2005. – Т. 26. – №. 3. – С. 205-227. ↑

23. Jin Y. Emotional leadership as a key dimension of public relations leadership: A national survey of public relations leaders //Journal of Public Relations Research. – 2010. – Т. 22. – №. 2. – С. 159-181. ↑

24. Huang X. et al. Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates //Journal of Organizational Behavior. – 2010. – Т. 31. – №. 1. – С. 122-143. ↑

25. Bono J. E., Judge T. A. Personality and transformational and transactional leadership: a meta-analysis. – 2004. ↑

26. Rubin R. S., Munz D. C., Bommer W. H. Leading from within: The effects of emotion recognition and personality on transformational leadership behavior //Academy of Management Journal. – 2005. – Т. 48. – №. 5. – С. 845-858. ↑

27. Bono J. E., Judge T. A. Personality and transformational and transactional leadership: a meta-analysis. – 2004. ↑

28. Hetland H., Sandal G. Transformational leadership in Norway: Outcomes and personality correlates //European Journal of work and organizational Psychology. – 2003. – Т. 12. – №. 2. – С. 147-170. ↑

29. Cavazotte F., Moreno V., Hickmann M. Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance //The Leadership Quarterly. – 2012. – Т. 23. – №. 3. – С. 443-455. ↑

30. Anderson D., Anderson L. A. Beyond change management: How to achieve breakthrough results through conscious change leadership. – John Wiley & Sons, 2010. ↑

31. Podsakoff P. M. et al. Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors //The leadership quarterly. – 1990. – Т. 1. – №. 2. – С. 107-142. ↑

32. Van Eeden R., Cilliers F., Van Deventer V. Leadership styles and associated personality traits: Support for the conceptualisation of transactional and transformational leadership //South African Journal of Psychology. – 2008. – Т. 38. – №. 2. – С. 253-267. ↑

33. Judge T. A., Piccolo R. F. Transformational and transactional leadership: a meta-analytic test of their relative validity //Journal of applied psychology. – 2004. – Т. 89. – №. 5. – С. 755. ↑

34. Vera D., Crossan M. Strategic leadership and organizational learning //Academy of management review. – 2004. – Т. 29. – №. 2. – С. 222-240. ↑

35. O'Shea P. G. et al. Are the best leaders both transformational and transactional? A pattern-oriented analysis //Leadership. – 2009. – Т. 5. – №. 2. – С. 237-259. ↑

36. Müller R., Turner R. Leadership competency profiles of successful project managers //International Journal of Project Management. – 2010. – Т. 28. – №. 5. – С. 437-448. ↑

37. Chaudhry A. Q., Javed H. Impact of transactional and laissez faire leadership style on motivation //International Journal of Business and Social Science. – 2012. – Т. 3. – №. 7. ↑

38. Michel J. W., Lyons B. D., Cho J. Is the full-range model of leadership really a full-range model of effective leader behavior? //Journal of Leadership & Organizational Studies. – 2011. – Т. 18. – №. 4. – С. 493-507. ↑

39. Eagly A. H., Johannesen-Schmidt M. C., Van Engen M. L. Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men //Psychological bulletin. – 2003. – Т. 129. – С. 569. ↑

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41. Термин из теории гендерных исследований, введенный в начале 1980-х годов для описания невидимого и формально никак не обозначенного барьера («потолка» в карьере), ограничивающего продвижение женщин по служебной лестнице по причинам, не связанным с их профессиональными качествами. ↑

42. Moran B. B. Gender differences in leadership. – 1992. ↑

43. Тоже Moran ↑

44. Burke S., Collins K. M. Gender differences in leadership styles and management skills //Women in Management Review. – 2001. – Т. 16. – №. 5. – С. 244-257. ↑

45. Chaluvadi N. S. S. L. Differences in leadership styles between genders: outcomes and effectiveness of women in leadership roles. – 2015. ↑

46. Eagly A. H., Johannesen-Schmidt M. C., Van Engen M. L. Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men //Psychological bulletin. – 2003. – Т. 129. – С. 569. ↑

47. Vinkenburg C. J. et al. An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion? //The Leadership Quarterly. – 2011. – Т. 22. – №. 1. – С. 10-21. ↑

48. Sun J. Comparisons between transformational leadership and the Confucian idea of transformation //Educational Leadership: Global Contexts and International Comparisons. – Emerald Group Publishing Limited, 2009. – С. 343-375. ↑

49. Chhokar J. S., Brodbeck F. C., House R. J. (ed.). Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies. – Routledge, 2013. ↑

50. Hartog D. N., Muijen J. J., Koopman P. L. Transactional versus transformational leadership: An analysis of the MLQ //Journal of occupational and organizational psychology. – 1997. – Т. 70. – №. 1. – С. 19-34. ↑

51. Yukl G., Mahsud R. Why flexible and adaptive leadership is essential //Consulting Psychology Journal: Practice and Research. – 2010. – Т. 62. – №. 2. – С. 81. ↑

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