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1. Faktor tercipta pemimpin transfomasi
- berkarisma
- prihatin
- bersifat intelektual

2. Ciri-ciri
- penggunaan kuasa kepada pihak yang lain untuk mencapai wawasan
- memupuk individu lain supaya membaiki dan meningkatkan diri
- melakukan prestasi yang melebihi jangkaan asas
- berupaya melibatkan individu dalam tindakan
- mengubah pemimpin kepada agen perubahan
- mempunyai asas pengangan nilai yang kuat

3. Kelemahan teori transfomasi
- "practitioners" selalunya terlepas pandang terhadap prinsip-prinsip moral dalam mencapai matlamat organisasi.
- organisasi menjadi terlalu bergantung kepada pemimpin.

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Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement. It is an integral part of the Full Range Leadership Model. Transformational leadership is when leader behaviors influence followers and inspire them to perform beyond their perceived capabilities. Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained.

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Example of transactional leadership

Bill Gates

Bill Gates was born in Seattle in 1955. In his early teens, he met Paul Allen at the Lakeside School, where they both developed computer programs as a hobby. When Gates went to Harvard, Allen went to work as a programmer for Honeywell in Boston. In 1975, they started Microsoft, and by 1978, the company had grossed $2.5 million, when Gates was 23. In 1985, Microsoft launched Windows. Bill Gates is now one of the richest people in the world. As a transactional leader, he used to visit new product teams and ask difficult questions until he was satisfied that the teams were on track and understood the goal.

Howard Schultz

Howard Schultz was born in 1953 and grew up in the Brooklyn housing projects. He escaped the projects with a football scholarship from Northern Michigan University. After college, he started selling coffee makers to companies that included the Starbucks Coffee Tea and Spice Company, which originally sold coffee beans rather than made-to-order drinks. He was hired by the company in 1982. In 1984, Schultz opened the first Starbucks coffeehouse based on the concept of an Italian espresso bar.

Benefits of transactional leadership

-  This type of leadership is used by the military, law enforcement agencies, and first responders to ensure that all aspects of the organisation are consistent. It's also easier to use in a crisis, when everyone has to know exactly what's expected of them and how to do a task under duress.

-  Money and bonuses are important motivators for many people. Many people require employment in order to pay their bills. They have other responsibilities and distractions, and they'd want to know exactly how to handle them.

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Characteristics of Transactional Leaders - hudann

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Characteristics of Transactional Leaders - hudann

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They do not go and venture beyond the organizational line and policies.

When the target is met appropriate reward is met while punishments or intervention is there when targets and policies aren’t achieved.

Always looking out so that there are no aberrations and rules breaking in the team.

They are always focused on short term goals.

Inflexible and not ready to adopt changes.

Laissez-Faire approach i.e leaders do not involve themselves with the follower’s personal problems and issues.

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Transactional Leadership Dimensions

According to Bass, there are four dimensions to this leadership style, namely:

• Accompanying Rewards

Leaders will establish mutually agreed-upon SMART objectives and relate them to the remuneration structure. They establish clear objectives and give the resources required to attain goals.

• Active Management

Transactional leaders aggressively monitor their subordinates' work, looking for departures from rules and standards and taking corrective action to avoid mistakes.

• Passive Management

Transactional leaders only intervene when standards are not met or performance falls short of expectations. They may even resort to punishment in response to poor performance.

• Laissez-faire

The leader creates a setting in which subordinates have several opportunity to make decisions. Because the boss abdicates responsibilities and avoids making decisions, subordinates frequently lack direction.

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MUHAMMAD SYAHRUL AMINUDDIN BIN SHARUDDIN SHAH (2210761)

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MUHAMMAD SYAHRUL AMINUDDIN BIN SHARUDDIN SHAH (2210761)

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PEMIMPIN BERKARISMA

- Seseorang yang mempunyai kebolehan atau kelebihan yang tertentu yang dapat dilihat atau dinilai oleh orang sekeliling dalam sesebuah organisasi akan perwatakannya sebagai seorang ketua atau pengurus yang berkarisma.

KEMAMPUAN SESEORANG PEMIMPIN YANG BERKARISMA

- Seseorang itu mampu memberikan impak yang positif kepada sesebuah syarikat atau organisasi untuk mendorang syarikat itu mencapai objektif yang ditetapkan.

Sebagai contoh:

1. Mewujudkan hubungan yang baik antara tahap pengurus dengan pengurus yang baik.
2. Mewujudkan suasana atau budaya yang positif dalam pekerjaan.
3. Mengwujudkan kaedah perlaksanaan pekerjaan yang baharu dan mudah diaplikasikan oleh semua peringkat pekerja.
4. Menyelesaikan sesuatu masalah dengan efektif dan berkesan tanpa berlakunya perselisihan fahaman atau pendapat.

CIRI-CIRI YANG DAPAT DILIHAT SEBAGAI SEORANG PEMIMPIN YANG BERKARISMA

1. Menepati masa
2. Keyakinan diri tinggi
3. Kreatif
4. Inovatif
5. Berani mengambil risiko
6. Bijak mengambil peluang
7. Berfikiran positif

Dapat dirumuskan bahawa, setiap pemimpin perlulah mempunyai ciri-ciri kepimpinan yang tinggi agar segala tindakan itu dapat diaplikasikan dengan baik sebagai seorang pemimpin yang menjadi contoh kepada orang bawahan terutamanya.

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Yogaeswarar (2211087)       Peranan pemimpin transformasi.    Pemimpin bertindak sebagai agen perubahan organisasi. Pemimpin membuat perubahan drastik dalam organisasi. Selain itu, pemimpin juga membuat perubahan misi dan visi organisasi dan menggerakkan subrodinat untuk mencapai visi yang telah ditetapkan. Pemimpin juga memberikan penekanan kepada proses kerja dan kejayaan pekerja. Sebagai contoh, seorang pengurus kilang pakaian ubah waktu kerja untuk kurangkan bilangan pekerja.        

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Yogaeswarar (2211087)       Peranan pemimpin transformasi.    Pemimpin bertindak sebagai agen perubahan organisasi. Pemimpin membuat perubahan drastik dalam organisasi. Selain itu, pemimpin juga membuat perubahan misi dan visi organisasi dan menggerakkan subrodinat untuk mencapai visi yang telah ditetapkan. Pemimpin juga memberikan penekanan kepada proses kerja dan kejayaan pekerja. Sebagai contoh, seorang pengurus kilang pakaian ubah waktu kerja untuk kurangkan bilangan pekerja.        

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Transformational ialah pemimpin yang mampu memberi inspirasi dan dorongan kepada pengikut untuk melakukan perubahan dan inovatif ke arah kebaikan bagi mencapai matlamat dan kejayaan organisasi.

Perubahan dapat dibuat terhadap visi dan misi serta melibatkan pekerja supaya dapat melakukan perubahan di dalam atau luar organisasi.

Pemimpin ini juga mempengaruhi pekerja melakukan sesuatu perubahan di dalam sesebuah organisasi merangkumi perubahan:
-perubahan pemikiran
-sikap pekerja
-komitmen
Pemimpin jenis ini mempunyai kebolehan untuk menjadikan pekerja bersemangat serta bertenaga untuk bekerja kerana contoh semangat yang ditonjolkan oleh pemimpin jenis ini menghairahkan.

Seterusnya, pemimpin jenis ini bukan sahaja memberi tumpuan kepada proses kerja tetapi juga menekankan kejayaan setiap pekerja.

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History of Charismatic Leadership

The theory of charismatic leadership can be traced back to a 1922 study conducted by German sociologist Max Weber. Weber looked at why people follow authority in conjunction with political obligation, deducing that people tend to follow a leader because they see their leadership and power to be good and just, allowing the perception that these leaders are doing the right thing.

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Transactional leadership works well in organizations where structure is important. Transactional leadership is not the right fit for organizations where initiative is encouraged:

Advantage
Transactional leadership pros:
Rewards those who are motivated by self-interest to follow instructions
Provides an unambiguous structure for large organizations, systems requiring repetitive tasks and infinitely reproducible environments
Achieves short-term goals quickly
Rewards and penalties are clearly defined for workers

disadvantage
Transactional leadership cons:
Rewards the worker on a practical level only, such as money or perks
Creativity is limited since the goals and objectives are already set
Does not reward personal initiative

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kesan kepimpinan transformasi
- meningkatkan kecekapan kerja berpasukan
-meningkatkan identiti pasukan
-meningkatkan kepercayaan dan semangat kekitaan
-menjana perubahan
-pengikut peka kepada matlamat organisasi

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4 components to transformational leadership :

1) IDEALIZED INFLUENCE -  A transformational leader embodies the qualities that he/she wants in his/her team. In this case, the followers see the leader as a model to emulate. For the followers, it is easy to believe and trust in a transformational leader.

2) INSPIRATIONAL MOTIVATION - Transformational leaders have the ability to inspire and motivate followers through having a vision and presenting that vision.

3) INDIVIDUALIZED CONSIDERATION - Transformational leaders demonstrate genuine concern for the needs and feelings of followers and help them self-actualize.

4) INTELLECTUAL STIMULATION -  The leader challenges followers to be innovative and creative, they encourage their followers to challenge the status quo.

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kepimpinan transaksional melibatkan ganjaran dan hukuman bagi mengekalkan status quo mereka. jika mereka berjaya mereka dpt ganjaran dan jika mereka tidak berjaya mereka akan dapat hukuman. hal ini akan menyebabkan semua orang dlm sesuatu organisasi itu akan rasa lebih bertanggungjawab dalam melaksanakan sesuatu tugasan. TQ

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DEFINITION
- Theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group
- Transformational leaders typically perform four distinct behaviors, also known as the four I's. These behaviors are inspirational motivation, idealized influence, intellectual stimulation, individualized consideration

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KEPIMPINAN KARISMATIK

- Kebolehan seorang pemimpin untuk mempengaruhi pengikutnya untuk mencapai matlamat organisasi.

- Merupakan pemimpin yang mampu mewujudkan imej yang positif dan memberi ketarafsamaan kepada semua pengikut-pengikutnya tanpa mengira bangsa, kaum dan agama. 🥰

- Pemimpin yang berkarisma juga suka memberi kuasa kepada pengikut-pengikutnya untuk menjalankan tanggungjawab mereka .

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Ku Iqmal Mustaqim Bin Ku Shamsufandi 2210777

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Ku Iqmal Mustaqim Bin Ku Shamsufandi 2210777

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The Definition

Refers to the capacity to motivate followers by exchanging rewards for performance.

Works within the organizational culture as it exists.

Someone who values order and structure.

Work well in a structured and directed environment.

The Characteristics

Here are some of the characteristics of transactional leaders:

Focused on short-term goals

Favor structured policies and procedures

Thrive on following rules and doing things correctly

Revel in efficiency

Very left-brained

Tend to be inflexible

Opposed to change

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The Definition

Charismatic leadership is defined by a leader who uses his or her communication skills, persuasiveness, and charm to influence others. Charismatic leaders, given their ability to connect with people on a deep level, are especially valuable within organizations that are facing a crisis or are struggling to move forward.

The Characteristics

Every charismatic leader looks a little bit different. However, there are many key characteristics that most charismatic leaders share:

Strong communicator

Empathetic and relatable

Confident

Motivational

Engaging and charming

Optimistic

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Pros and Cons of Charismatic Leadership

Pros:

Charismatic leaders motivate and inspire the workforce.

Encourages the importance of camaraderie, collaboration, and teamwork

It involves good listening skills; hence employee queries do not go unheard.

Creates a sense of positive change.

Cons:

Charismatic leaders might display narcissism and shift the focus from their people to themselves.

Leaders might become self-serving.

It is often viewed as shallow or disingenuous.

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Benefits of Charismatic Leadership

Before we end this blog post, we would like to enlist a few benefits of charismatic leaders and why an organization needs them:

Charismatic leaders work towards a quality of life.

They seem to make life better for every individual working in an organization.

They build courage for conviction.

They stand up for people who have different opinions about society and the organization.

Charismatic leaders fill the communication gaps between the organization and the employees.

They motivate employees and inspire people for better productivity.

They help promote collaboration and team building.

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5 Charismatic leader

1. Confidence
Many of the most powerful and successful leaders exude confidence. They rarely show self-doubt and are usually in control of their emotions. To be a strong leader, you will have to practice self-confidence. You can’t second guess yourself or feel shy around your colleagues. Be sure when leading a project, to be positive and see the glass as half full. This will help your confidence come across to your team and can lead to a positive outcome.

2. Creativity
Charismatic leaders often think outside the box and aren’t afraid to take risks. This means that they tend to come up with creative solutions. When a problem arises, strong leaders rise to the challenge—instead of falling to it. When they come up with creative solutions often times this can lead to positive change that will ultimately transform the business in a good way.

3. Vision
Leaders with great charisma are constantly looking towards the future and ways to improve it. They follow their goals and know exactly what they are striving to achieve. Show that you have a vision by expressing it to others on your team. If they know you’re looking to improve the future in some capacity, they will take note.

4. Determination
In order to achieve their vision, leaders have to be determined to hit those goals. Even when they run into challenges, they have to push through. Show your determination as a leader by not giving up when you encounter road blocks and use the other characteristics like creativity and confidence to support your determination. This will surely inspire others.

5. Communication
Great leaders are strong communicators. Specifically, they know to be deliberate and thoughtful in their communication. Strong communicators do not speak in jargon and terms that people may or may not understand. Rather, great communicators speak in plain language that is understood by all. In addition, some of the best leaders I have observed know how to use “stories” to get their message or point across to others. Lastly, being direct and kind is one of the key elements I have seen lead to successful communication.