Transformational Leadership And Changing Organizational Values

By Marcia Xenitelis

One of the principal traits of transformational leaders is to display the values that the establishment that they’re share of upholds. There is at all times the question of whether leaders at all levels of organizations commune the values through their activities and behaviour in suitable ways.

There are ways that transformational leaders must keep out of the way of intercommunicating these values. One example of this was when a company possessor came to the decision that his business could only thrive whether or not a set of new values was instilled in the staff. This decision was grounded on staff survey results which conveyed that the managing directors had poor achievements in team communicating, team dynamics were low and no trust existed among staff and their manager, the client wasn’t seen to be a major priority, and that these difficulties were not only internal communicating difficulties to the establishment, but external to it as well.

The possessor then decisive to attain the services of an outside advisor to work with the senior management team in an external setting to pass through a values assessment and measure of transformational leadership styles. After much discussion, writing and fundamental interaction the management team accorded on a new set of values that they would start out to exhibit at the workplace and in the way that they would manage the establishment. The values would answer the problem areas that were identified before namely, an increased prioritization on client services and honorable open team communicating, incrementing the trust level among staff and management, and a focus on working on team dynamics.

So then the employee communicating team was called in and were asked to design a communicating scheme around this. Posters were developed and framed, the common graphics had the central value with the others around this, a booklet was printed and circulated to all workers and every manager was given the task of conducting a values workshop with their teams. The way this worked every group picked a value and then worked on what they thought the establishment was doing well with regards to this value and what could be bettered. Many hours were expended on this and then they reported back to the complete team.

Everything is going well thence far. But it ends there. No more activenesses are done, there’s no farther word heard with regards to the workshops on values modify, the Chief Executive Officer finds that they’re done with this and moves on to other things, they think the modify took place, since workers have been engaged in the routine then the workshops worked? But this assumption is incorrect.

The whole circumstance became more of a problem than it had tried to be a resolution. The company continued to go onto re-organizing its structure, trimming down and asking its staff members realise that they had to work harder with little less resources. Upper management became insecure with their occupation sustainability and became more paranoid and withdrawn instead of honorable and sincere with their staff, finances were getting a major issue instead of client service and the primary values that were supposed to hold the team together became fewer applicable than those the possessor had intended in the introductory place.

This is how it could have been bettered. Once the value workshops were over then the info collated from the teams could have been discussed by chosen workers and then the ideas for betterment could have been communicated face to face thru managing directors to staff using team briefings. Each team could have been expected to monitor the affect of those improvements and to construct on those and measure the affect either thru sales in the case of the client, or thru the staff survey in the case of workers, here I am discussing topics suchlike open and honorable communicating, teamwork and so on.

The only way that organizational modify in values are going to be successful is to design a scheme that includes the values modify in the scope of work that workers already do by making it applicable to their workplace. By intercommunicating values this way transformational leaders may fetch with regards to the modify in values all over their organization.

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About The Author
Marcia Xenitelis is a recognized authority on the subject on transformational leadership and change management and has spoken at conferences around the world. For access to case studies and more information on the types of strategies you can implement to engage employees visit www.transformational-leadership.com for a wealth of free informative articles and resources.