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THE POSITIVE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP IN GOOD CORPORATE GOVERNANCE - DISSERTATION PART 1

Profile image of Leveric Ng

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Douglas Zubka

This paper presents an interpretation of the concept of great leadership. It also analyses traits, skills, and values of leadership based on both experience and research. These analyses also include insights about adaptive capacity, values and ethics.

good governance dissertation pdf

Lanre Shodeinde

UNICAF University - Zambia

Ivan Steenkamp

Ronald Greilich

nico magsalin

The emergence of transformational leadership in today's context has attracted social scientists in its effect to an organizational setting. What was in origins as charismatic leadership, as being attributed to religious leaders, has now been seen in the context of organizations and in the corporate setting. What is valued upon in this type of leadership is its encompassing influence in and drive towards organizational development. This may be relevant in human resources management and in industrial-organizational psychology, but its applicability is not only limited to these said areas. Many a theory and propositions have attempted to explain this transformative type of leadership in the most possible and scientific. In the immediacy of its applicability in the context of the organization or corporation, it has been deemed learned, taught, and characteristic in nature; thus the emergence of leadership training programs just so to supplement and sustain organizational development. Traits and behavioral theories have become dispensable and " accurate " as made basis for such training programs. Psychologically, it must be admitted that transformational leaders have certain qualities that others do not, and the aim is to fundamentally pass these on to any potential leader figure. Though traits theories may provide support to the idealization of transformational leaders, they are not enough to explain the entirety. This paper proposes a framework that expands the current explanation with focus on charisma as the focal trait that leads to inspiration, thereby moving people and the organization towards a more progressive vision. This framework and working theory is a progression of the traits perspective by making evident that transformational leadership is a process, a form of long-term formation of the leaders. The framework begins with the formative factor, which is based on the attachment-style model, thereby leading to the charisma trait formation. This then progresses to the operative factor, which is backed by the self-determination model that puts action in the said trait with a sense of autonomy in the individual. Contextual Overview Organizational Setting In any workplace setting, to retain employees is an utmost concern. For the human resources department, specifically in the recruitment, sourcing, and selection area, pooling in people to fill-in positions can be a challenge. But this becomes more challenging when retention is put in highlight. Not only is it a big role to take, but trying to put people into place with the task of sustaining their needs while at the same time guarding the development of the organization is beyond impeccability and perfection. No organization has done this on a perfect equilibrium because there are variations amongst employees, organizational changes and processes, and of course outcomes.

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This paper helps to analyze the characteristics of a leadership.

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  1. (PDF) Good governance

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    Good governance most generally refers to a list of admirable characteristics of how government ought to be carried out—"Sweden or Denmark on a good day, perhaps," as Matt Andrews has written. 3 Indeed, much of the concept's popularity can be linked to the positive images it embodies. For the World Bank, for example, attractive

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    Figure 1 presents six of the simplest causal possibilities: the first three are the most obvious: first, as donor agencies tend to highlight, good governance may 'promote' or 'cause' development (path A). Second, development may cause good governance (B). Third, another factor may cause both (C).

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    decentralization, dialogue between governments and civil society and staff incentives. Good governance begins with the political will to govern well. However, Good governance is a tremendously indefinable objective. This is because good governance means different things to different organizations and to different actors within these organizations.

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