Assessment 2

Contents
Assessment 2...................................................................................................................................1

Use a case study in a business setting to explain and evaluate the application of the ‘authentic
leadership’ model to a change process where stakeholders were encouraged to follow the
leaders..........................................................................................................................................2

Using the same context, evaluate the role of transformational leadership in the change process.
.....................................................................................................................................................5
Use a case study in a business setting to explain and evaluate the application of the ‘authentic
leadership’ model to a change process where stakeholders were encouraged to follow the leaders.
The ability to transform into an authentic transformational leader is essential for positive
organisational development. A genuine leader is one who really helps others while also being
self-aware and keeping to key beliefs. It contends that leaders may gain both the authenticity and
the abilities necessary to assist companies in achieving success throughout their careers. Truly
effective leaders are ethically sound, open, and have the ability to respond effectively to the
demands of those who follow them (Bryman et.al, 2011).

A true leader has a moral base and is able to maintain the essential principles of the business
even while the organisation is through change. Followers want trust and comfort that their
leaders will continue to act in an ethical and moral manner. When leaders' everyday words and
actions support their core values, they are able to keep their honesty.

"The only crucial trait a leader should possess is the ability to be real in all aspects of their
lives." Leaders have a clear idea of who they are, where they are headed, and how they need to
move ahead in order to succeed in their positions. Good leaders abide by their beliefs and
communicate clearly about their expectations for speed (Bryman et.al, 2011).

When it comes to transformational leadership, a authentic transformational leader is attentive to

the requirements of his followers. Such leaders are skilled listeners who understand what it takes
to make their people feel important and useful in their organisation. The managers at Unilever
work towards building the relation between the employees and maintaining healthy
communication with them.

Leaders that are effective to understand how their actions connect to the demands of their
subordinates and the shifting dynamics of the workplace, and they act accordingly. A good
culture ensures that possibilities for personal and professional progress are maintained for the
long term and that an atmosphere is created that encourages continuous improvement. True
leaders create trustworthy teams by caring genuinely about their subordinates and acting
compassionately toward them.

The most effective strategy to encourage followers and act in times of change is through
authentic leadership practices. When leaders define themselves as they truly are, they inspire
commitment among their followers, who eventually choose leaders who are ethically based,
truthful, and sensitive to their needs in the long run (Gold et.al, 2015).

In times of transition, authentic leadership is the most effective method to motivate people to
observe and take action. The ability of leaders to represent a version of their true selves fosters
devotion in their followers, who ultimately desire a leader that is ethical, honest, and has an
ethical base. to satisfy their requirements When it comes to transformational leadership, a
genuine transformational leader is attentive to the requirements of his followers.

One who is adept at listening and who pays attention to the things that make his people feel
valued and appreciated is such a leader.

Great leaders are conscious of the link between their actions and the demands of their followers,
as well as the changing dynamics of the workplace. A good culture provides subscribers with
continuing chances to develop both personally and professionally, and it creates a climate that
encourages constant progress (Grint, 2010).

Sincere leaders genuinely care about their followers and behave with compassion in order to
develop dependable organisations. When it comes to transformational leadership, a genuine
transformational leader is attentive to the requirements of his followers.

One who is adept at listening and who pays attention to the things that make his people feel
valued and appreciated is such a leader.

Great leaders are conscious of how their actions connect to the demands of their followers as
well as the shifting dynamics of the workplace. A good culture provides subscribers with
continuing chances to develop both personally and professionally, and it creates a climate that
encourages constant progress (Hughes et.al, 2008).
Sincere leaders genuinely care about their followers and behave with compassion in order to
develop dependable organisations. When it comes to bringing about significant organisational
change, true transformational leaders are indispensable.

Genuine leaders are motivated by a genuine desire to help others, are self-aware, and are guided
by their basic beliefs in their decisions leaders may build their authenticity as well as the abilities
necessary to assist their companies in achieving success through time. A true leader possesses
the abilities to act ethically, transparently, and responsively to the requirements of his or her
subordinates.

In times of transition, authentic leadership is the most effective method to motivate people to
observe and take action. The ability of leaders to represent a version of their true selves fosters
devotion in their followers, who ultimately desire a leader that is ethical, honest, and has an
ethical base. To satisfy their requirements when it comes to transformational leadership, a
genuine transformational leader is attentive to the requirements of his followers (Iszatt-White
and Saunders, 2017).

One who is adept at listening and who pays attention to the things that make his people feel
valued and appreciated is such a leader.

Great leaders are conscious of the link between their actions and the demands of their followers,
as well as the changing dynamics of the workplace. A good culture provides subscribers with
continuing chances to develop both personally and professionally, and it creates a climate that
encourages constant progress.

Sincere leaders genuinely care about their followers and behave with compassion in order to
develop dependable organisations. When it comes to transformational leadership, a genuine
transformational leader is attentive to the requirements of his followers.

One who is adept at listening and who pays attention to the things that make his people feel
valued and appreciated is such a leader.

Great leaders are conscious of how their actions connect to the demands of their followers as
well as the shifting dynamics of the workplace. A good culture provides subscribers with
continuing chances to develop both personally and professionally, and it creates a climate that
encourages constant progress.

Sincere leaders genuinely care about their followers and behave with compassion in order to
develop dependable organisations. When it comes to bringing about significant organisational
change, true transformational leaders are indispensable (Mullins, 2010).

Genuine leaders are motivated by a genuine desire to help others, are self-aware, and are guided
by their basic beliefs in their decisions. Authentic leaders may build their authenticity as well as
the abilities necessary to assist their companies in achieving success through time. A true leader
possesses the abilities to act ethically, transparently, and responsively to the requirements of his
or her subordinates.

Using the same context, evaluate the role of transformational leadership in the change process.

Figure 1: transformational leadership theory

(Source: asana, 2021)

Transformational leaders understand how to manage change in a way that benefits classroom
education, school leadership, early childhood programmes, non-governmental organisations
(NGOs), and large-scale education systems. Using change as a tool to promote original thinking
and encourage long-term beneficial transformation, they listen to lead, and motivate others
around them. Transformational leaders are honest in their job and hold themselves accountable to
those they serve. They put their talents to work to promote equality, diversity, and justice in the
interests of everyone's well-being (Sadler, 2013).

Transformational change leadership is the process through which an individual, an organisation,

or a team facilitates a significant, essential, and dramatic transition from one current condition to
a more positive and acceptable state by bringing about significant, fundamental, and large
changes. Using a systematic strategy that includes broad, collaborative, and disciplinary
approaches to bring about tangible, positive change that can be applied to a wide range of
individuals, this form of leadership is effective. Those who practice transformational change
leadership completely live it in their personal and professional life, as well as in their efforts to
spread their ideas. It motivates followers to be motivated and to grow in a positive manner
(Wagner and Hollenbeck, 2015).

Demonstrates high moral standards inside the company and inspires others to do the same in
their own lives. An ethical working atmosphere characterised by clearly defined values,
priorities, and standards. Unilever cultivate culture by encouraging their workers to shift their
focus away from self-interest and toward the greater good. Authenticity, teamwork, and open
communication are stressed throughout the organisation. However, it lets individuals to make
decisions and accept responsibility for their own work while providing coaching and mentorship.

Transformational leadership as a leadership method brings about changes in individuals and

social systems. In its ideal form, it creates positive and valuable change in followers with the
ultimate goal of turning followers into leaders. It is the process by which an individual interacts
with others and creates connections that raise the motivation and moral levels of both the leader
and the follower.

Difficulty distinguishing between management and leadership and assume that the difference
lies in characteristics and behaviors. He established two concepts: “transformational leadership”
and “transactional leadership”. According to Burns, the transformative approach creates
significant change in the lives of people and organizations. It redefines perceptions and values,
and changes employee expectations and aspirations. Unlike the transactional approach, it is not
based on a "give and take" relationship, but on a leader's personality, characteristics, and ability
to create change by example, clarity, of an energetic and stimulating vision of goals.

Since business productivity is the ability of an organization to use its available resources to
produce goods or services profitably, the need for a highly productive workforce is critical.
Transformative leadership builds pride, self-esteem, and trust in a leader, which in turn
strengthens the organization's view of followers, thus giving them a clear picture. about their
expectations. When the employees (followers) understand their mission, they work hard to
achieve the set goals, thereby increasing the productivity of the organization.

Transformational leaders lead by vision. They set a realistic and achievable vision for the
organization. They then effectively communicate the vision to their followers and also inspire
commitment and purpose. They are concerned with feelings, values, ethics, norms, and long-
term goals and are concerned with assessing the motivations of their followers, meeting their
needs, and treating them as complete human beings. . Transformational leaders are proactive
decision makers. They don't wait for others to make a decision before reacting. They are willing
to take risks, try new things and take an innovative approach to organizational development.
However, they also understand how to manage risk and make decisions through well thought out,
research, and ideas. Transformational leaders also understand that multiple stakeholders must
participate in the well-being of the organization and that an environment of interaction and
inclusion is required. Part of a leader's job is to show appreciation for everyone's 4,444
contributions and create a celebratory atmosphere. Motivation can come from dramatic gestures
or simple actions. Promotion is serious business; People who celebrate create and maintain a
team spirit, based on celebrating values and milestones, they capture everyone's attention.
Transformational leaders know that celebrations, when done authentically and with heart, create
a strong sense of collective identity and community spirit to lead. a team that weathers difficult
and stormy times. Kindness is at the heart of leadership.
References
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November, 2021]

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Leadership, London: SAGE

Collinson, D, Grint, K., and Jackson, B. 2011, Major Works in Leadership Studies, Vols. 1-4,
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Gold, J., Thorpe, R., & Mumford A., 2015, Leadership and Management Development; 5th
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Grint, K. 2010 Leadership: A Very Short Introduction, Oxford: Oxford University Press.

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Iszatt-White, M., Saunders, C. 2017, Leadership. Oxford, OUP • Kotter, J. P. (1990). A Force for
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Wagner, J.A. & Hollenbeck, J.R. 2015 Organisational Behaviour: Securing Competitive
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