# data[].attributes.body
Better Business Bureau (Producer). (2012).What is transformational leadership? (video). Available from http://changeactivation.com/transform-leader/#.WLx_ZPnyvIU

Building self confidence: Preparing yourself for success. (n.d.). Mind Tools.com. Retrieved from https://www.mindtools.com/selfconf.html.

How to make decisions: Making the best possible choices. (n.d.). Mind Tools.com. Retrieved from https://www.mindtools.com/pages/article/newTED_00.htm

Owings, W.A. & Kaplan, L.S. (2012). Leadership and organizational behavior in education: Theory into practice. Upper Saddle River, NJ.: Pearson Education, Inc.

# data[].attributes.body
1.    A plan to improve and build my self-esteem would include keeping track of the ten best things I have done in an “Achievement Log” and reviewing  my successes (Building self confidence., n.d.).  Another strategy for improving self-confidence is to decide what knowledge I need to reach my goals, and learn what I need to know (Building self-confidence., n.d.).  If I feel confident about my knowledge base, I will project that confidence when I make decisions.  Also, I need to avoid self-deprecating talk.

2.    A plan for improving prioritizing and decision making skills  is to make sure I have the knowledge I need for the job and the ability to analyze the needs of the organization. I need to strengthen my prioritizing skills and develop decision-making techniques (How to make decisions., n.d.).  This would include  investigating the situation carefully, coming up with alternatives to the plan, selecting the best solution and taking action (How to make decisions., n.d.).   I also need to be sure to create an environment where others are involved in the process (How to make decisions., n.d.).   These are skills I need to acquire if I am to successfully lead others to follow my vision, set goals and work to achieve them.

# data[].attributes.body
1.    Self Confidence is a weakness that would affect idealized influence. A lack of personal conviction about the vision for change would fail to inspire others to adopt the vision as their own.  It also leads to second guessing decisions.

2.    Providing a compelling vision of the future is a weakness that involves difficulty in prioritizing and decision making. This weak trait would affect Intellectual stimulation because weaknesses in prioritizing and decision making would interfere with finding creative solutions to problems.  It suggests a need to learn more so that I would have a stronger understanding of the vision and what it takes to meet the goals.

# data[].attributes.body
.    Emotional Intelligence.  This trait is understanding that leadership is all about relationships and meeting the needs of employees to generate loyalty to both the leader and the vision for change. This strength is aligned with individualized consideration, which is awareness of the needs of employees and creating a climate of support and nurturing.

2.    Motivate people to deliver the vision. This is the ability to create a vision and convince others to adopt it.  This trait is aligned with inspirational motivation, which is the ability to motivate workers to do whatever it takes to meet the goals and helping them become aware their own strengths and capabilities.

# data[].attributes.body
Transformational leaders are the moral examples of the organization’s mission.  They share their clear vision of where they want to take the organization and they develop relationships where followers’ needs and concerns are a priority (Owings & Kaplan, 2012).
“Transformational leadership is defined as a process where leaders and followers help each other to advance to a higher level of morale and motivation” (Owings & Kaplan, 2012 p. 162).  The transformational leadership style uses four strategies known as the four I’s.

Idealized influence is the leader’s ability to develop loyal followers simply by his “charisma” or personality and strong convictions about the change that is needed (Owings & Kaplan, 2012).

Inspirational Motivation is the leader’s ability to motivate workers by helping them to see that by increasing their efforts they will be able to meet the established goals.  As workers realize what they can accomplish, their confidence grows and their ability to do more increases (Owings & Kaplan, 2012).

Intellectual Stimulation is the leader’s ability to question the status quo and encourage workers to be creative in developing solutions for problems.  The leader helps workers to become better collaborators and increase their capabilities (Owings & Kaplan, 2012).

Individualized Consideration is the leader’s ability to take care of the individual needs of the workers.  The leader creates a climate of support and caring for all employees (Owings & Kaplan, 2012).

# data[].attributes.body
ED 620
Leslie Fulton