Transformational Leadership Theory

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Of the four main tenets of transformational leadership theory, I feel like I could improve most in
“inspirational motivation,” or in my interpretation, strategic vision (Deschamps, 2016, p.196). A recommendation to improve this that I would give to myself is to study the organizations and leaders I have currently or previously been engaged with, especially those leaders who have personally inspired me, and see what they do to guide strategic vision within their organization. Once I have identified some of those traits or practices, I can make them my own and start practicing them within my circle of influence. Even though I do not currently hold a leadership position in my organization, I can use the skills I develop to demonstrate my capability
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Using Stephen Covey’s time management system, I would like to shift my focus into the Quadrant II, or important but not necessarily urgent work area (Covey, 1989). I currently spend most of my time in Quadrant III, the urgent but not important work. By making my actual goals the focus of my mornings, I can get the most fulfilling and quality work done first and then focus on Quadrant III, and I feel like I will be able to accomplish everything I need to in a day. As a transformational leader, I want to focus on creating a workspace where employees thrive and feel they can be creative and beneficial to the company (Henker, 2015,
236). This practice will benefit my personal life as well as professional life, and hopefully one day I will be able to create an organizational culture for a future team that can focus on the creative and innovative side of work, rather than just busy, non-fulfilling work.
I feel like the most important of the seven habits is to learn how to understand in order to be understood. This is a skill that requires constant honing and refreshing; it’s easy to get off track with