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Transformational Leadership

One of the key strengths of Transformational Leadership Theory is its focus on advancing organisational interests rather than individual agendas.  Transformational leaders inspire employees and stakeholders to work towards a shared vision that is greater than their own personal interests.  It also emphasises the relationship between leaders and followers, where both work together to raise levels of motivation and morality.  By encouraging individuals to contribute to a common goal, transformational leadership can foster a culture of trust, collaboration, and continuous improvement.  In governance settings, these strengths are particularly valuable because they help align decision-making with the organisation’s mission and values.  Transformational leaders can encourage ethical behaviour, inspire commitment to strategic objectives, and support long-term organisational success by motivating people to achieve outcomes that benefit all.

Transformational Leadership Theory can be applied within an organisation by creating and communicating a shared purpose that aligns employees and management with the organisation’s goals and strategic direction.  Leaders inspire others to look beyond their individual roles and interests, encouraging them to contribute to broader organisational objectives.  In a governance setting, transformational leaders can engage board members, staff, and stakeholders in developing and pursuing a common vision for the future.  This shared sense of purpose helps build commitment to strategic priorities and supports effective decision-making that is focused on advancing the organisation’s mission.

Transformational Leadership Theory remains relevant today, as workplaces become more diverse and geographically dispersed, transformational leadership helps create alignment by encouraging individuals to focus on collective goals rather than personal interests.  This can strengthen collaboration, engagement, and commitment across the organisation, even during periods of significant change.  The theory remains highly applicable because its core principles help organisations navigate contemporary challenges such as digital transformation and organisational change.  By fostering a sense of common purpose, transformational leadership enables organisations to remain focused on achieving their mission despite an increasingly fragmented and complex environment.

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1. Positives of Ethical Leadership Theory

Ethical Leadership Theory has several significant strengths which I was more drawn to amongs the theories presented. It is strongly grounded in social learning theory whereby leaders influence follower’s ethical behavour through role modelling and ongoing reinforcement of the behavour being sought and valued. The theory identifies specific, observable behaviours rather than talking about more abstract moral traits. A focus on behaviours makes the theory practical and measurable within organisational settings.  The theory is also supported by extensive empirical research demonstrating positive outcomes for employees and organisations. Some of the students show such leadership improves employee trust, job satisfaction, organisational commitment, ethical behaviour, and willingness to report unethical conduct. All these outcomes are central to good governance leadership.

2. Application of the Theory in a University Context

Ethical Leadership Theory is highly applicable to complex institutions such as universities which is relevant for my leadership.  Universities involve diverse stakeholders including students, academic staff, professional staff, governing bodies and the broader community. In the current context the social licence of universities is under significant challenge so a focus on ethical leadership is more needed than ever. University leaders can model ethical behaviour through transparent decision-making, fairness in workloads, and respectful engagement with staff and students. Ethical leaders can actively reinforce ethical standards through how they act and also by having clear policies in Universities related to academic integrity, research ethics, equity, inclusion, and misconduct reporting. The leaders would apply the theory by ensuring that ethical breaches are addressed consistently and fairly, reinforcing trust in institutional processes and by promoting psychological safety, where staff and students feel confident to raise concerns without fear of retaliation. Given recent government scrutiny and increasing compliance reporting including on Gender-Based Violence (GBV), the theory is highly applicable.

3. Contemporary Relevance of the Theory

Ethical Leadership Theory remains very relevant today, and arguably more important than when it was developed in 2005. Modern organisations, including universities, operate in increasingly complex environments characterised by digital transformation including the ethical use of AI, globalisation, and heightened public scrutiny where social licence of universities is being questioned.  Contemporary research highlights that ethical leadership is particularly vital in navigating ethical challenges associated with power, accountability and rapid change

There is also heightened expectations from stakeholders including expectations of greater ethical accountability from leaders. Ethical Leadership Theory directly addresses these expectations by emphasising transparency, fairness and ethical decision-making as deliberate leadership responsibilities. The theory also aligns strongly with current emphases on equity, inclusion, wellbeing and social responsibility even whilst there is a backlash to these principles and practices in some countries and in some organisations. Some of the research highlights that while ethical leadership must be context-sensitive, its core principles remain robust and widely applicable in today’s volatile and ethically demanding environments. Given increasing ethical complexity, public scrutiny and stakeholder expectations, the theory is not only relevant today but arguably more critical than at the time of its development.

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1. Positives of the Theory

What I value most about Blanchard’s Situational Leadership Theory is its practicality and flexibility. It acknowledges that people are at different levels of confidence, experience, and motivation, and it guides leaders to adjust their approach accordingly. This makes the model easy to apply in real workplace situations. Its focus on balancing direction and support also helps leaders think more intentionally about how they develop individuals. From an HR perspective, this adaptability strengthens engagement, capability building, and overall team performance.

2. How the Theory Can Be Applied in an Organisation

In organisational settings, the theory provides a straightforward framework for leaders to assess what employees need in the moment with more guidance, more encouragement, or more autonomy. I use this concept intuitively in coaching discussions with managers, helping them understand when to step in and when to step back. It supports governance by encouraging leaders to pause, assess the situation, and choose the most effective approach for that specific person and task. This is especially relevant in today’s globally distributed teams, where leadership must be more responsive to individual differences, shifting workloads, and evolving expectations.

3. Relevance of the Theory Today

I believe the theory is still highly relevant, mainly because resilience and adaptability is now a core leadership requirement. Workplaces continue to change rapidly, and no single leadership style can meet every situation. Its core principle remains powerful, effective leadership means meeting people where they are and adjusting as they grow.

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Part 1

The positives of situational leadership are that it allows the leader to adapt their leadership style to match the situation or the people they are working with which often results in better outcomes, as it is recognised that a one size fits all approach generally does not work. Given the dynamic nature of the internal and external context of an organisation, governance leaders need to be capable of being agile and have the ability to recognise the leadership style that will suit the situation and the people at hand. Employees work best and are more likely to develop and achieve their potential if they are led in a way that matches their style of working.

Part 2

In order to implement situational leadership within an organisation, it is important to first identify the work styles of employees and then identify the specific leadership style that each employee requires to be set up for success. In addition to work style, it is also important to identify the competency and commitment level of each employee, so a specific development plan can be created which is tailored to the individual. Discussions need to be held with the employees so both the employee and the leader are on the same page and understand the objective of implementing the different leadership style. Ongoing monitoring and calibration is then necessary, to track progress and the leadership style may need to be adjusted as the employee grows.

Part 3

Yes, situational leadership is still as relevant today as it was when first developed and it could be argued that it is even more relevant in today's environment, given how dynamic and unpredictable the external environment is for organisations. It is necessary for success for all employees to be agile and able to work in challenging and constantly evolving situations, and so it is vital that they are led in a way that is going to help them achieve their potential.

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Part 1

Transformational leadership is powerful within organizations, motivating and engaging individuals not only to achieve set goals but to exceed them. This leadership style cultivates a culture of trust, respect, and high morale, encouraging open communication and the sharing of innovative ideas. By focusing on the personal and professional development of team members, transformational leaders provide mentorship, foster a sense of purpose, and confidence, empowering individuals. Transformational leadership is essential for driving sustainable success, supporting effective governance, and ensuring that organizations remain future-oriented and competitive.

Part 2

Transformational leadership can be implemented within an organization by inspiring and motivating individuals not only to meet but to exceed expectations. Leaders achieve this by communicating the vision for the future, fostering a shared sense of mission, and encouraging team members to take ownership of both their roles and the larger organizational goals. They also facilitate open dialogue, invite input on strategic decisions, and recognize innovative solutions, which empowers individuals to embrace change and collaborate more effectively. These practices enable organizations to remain agile, achieve sustained improvements in performance and employee satisfaction, resulting in significant long-term benefits for the organization as a whole.

Part 3

In an era marked by technological advancement, competition, and the drive for innovation, transformational leaders play a vital role in guiding organizations through ongoing change. By embracing modern technologies and encouraging creative problem-solving, transformational leaders help their organizations stay ahead and foster a culture where innovation thrives.

In times of uncertainty or disruption, transformational leaders provide a steadying influence, modelling resilience and optimism. Their forward-thinking mindset enables them to turn challenges into opportunities for growth, inspiring confidence and engagement among employees. Ultimately, the relevance of transformational leadership is ever-increasing, as organizations strive to remain agile, innovative, and competitive in a constantly evolving business landscape.