Monthly Archives: February 2013

The Servant Leader and Transformation

Based on research one may conclude that a transformational organization should embrace the leader-follower concept. The leader-follower will be someone who puts their needs last as they seek to humbly serve those around them. A leader-follower understands that they don’t know it all and that deferment through followership is an effective method to getting the job done. Evidence has shown that organizations where the leader-follower methodology is in use will yield individuals who desire investment in their jobs and the organization as a whole. One could argue that a servant-hearted leader-follower will generate the most effective plans and visions for the transformation of their organization.

Leader-Follower Theory and theTransformational Organization

 

 

Transformation is Organic

Transformation, like oil on water, can live comfortably on the surface of an organization resistant to penetrating the fiber and makeup of the culture.  Transformation is a major undertaking that comes at a high price. But when it is implemented, the rewards surpass the painstaking effort. Prior to transforming a culture, it is important to understand what ‘culture’ and ‘organization’ are.

Transformation WIthin Organizational Culture: The Gap Between Paper and Reality

 

Transformational Leadership – Sports Journal

Transformational leadership and organizational culture have become increasingly popular topics over the past 10 years. Some researchers have suggested that these topics contain the key to understanding organizational effectiveness (Barney 1986; Bass & Avoilo, 1992). The purpose of this study was to review the related literature on the links between transformational leadership, organizational culture, and organizational effectiveness in sport organizations.

US Sports Academy – Transformational Leadership

Matt Taylor on Organizational Transformation

I take the position that organization transformation is random and the result of
accident and chance. Transformation cannot be made to happen. The
conditions that give rise to it can be understood and they can
be made present in your enterprise. Transformation emerges as the
consequence of many definable and fairly easily created circumstances. It is
neither easy nor difficult. It does take a well designed and persistent effort
over an extended period of time and this is something that few organizations are
willing to sustain. There is no easy path to transformation and a group of
consultants cannot come into your firm and do it for you.

Organizational Transformation – Matt Taylor