Patricia is someone everyone respects. Her team members are fiercely loyal, and they are highly successful as individuals, and as a team. In contrast, other leaders in the organization report that their people seem disengaged. They experience high staff turnover and their results are often disappointing. So, what does Patricia do that other leaders don't?

     To begin, she regularly reminds her team members of the purpose of their work. She knows that she is a role model for her team so she demonstrates integrity in all of her working relationships. Patricia is a “transformational leader.” She sets high expectations but also "walks the walk" to demonstrate her commitment to the standards that she expects.

     What is transformational leadership? Leadership expert James McGregor Burns introduced the concept of transformational leadership in his 1978 book, "Leadership." He defined transformational leadership as a process where "leaders and their followers raise one another to higher levels of morality and motivation." Bernard M. Bass later developed this concept further. According to his 1985 book, "Leadership and Performance Beyond Expectations," this kind of leader is a model of integrity and fairness. --Sets clear goals. --Has high expectations. --Encourages others. --Provides support and recognition. --Stirs the emotions of people. --Gets people to look beyond their self-interest. --Inspires people to reach for the improbable.

    More than 25 years after Bass' book, transformational leadership is often argued to be one of the most important ideas in business leadership. To become a transformational leader, you need to: --Create an inspiring vision of the future. --Motivate people to buy into and deliver the vision. --Manage delivery of the vision. --Build ever-stronger, trust-based relationships with your people. Follow me on Facebook to learn more: Like us @ https://www.facebook.com/LeadershipConAmor

In the book you will learn:

-10 practices to emanate self-mastery
-5  leadership skills to assist leaders with managing difficult situations
-5 forms of Power
-4  leadership styles to lead more powerfully
-The importance of concepts such as self-actualization and self-efficacy.
- How to climb the career ladder
-And more.

The book covers leadership and personal development  based on the author's  25 years of service at FDNY.

Email me at peronsaldevelopmentforleaders@gmail.com for your copy.

Coming soon: The Golden Ladder: How Women Can Rise to the Top Using Positive Leadership Strategies

In the book you will learn:

-10 practices to emanate self-mastery.
-5  leadership skills to assist leaders with managing difficult situations.
-5 forms of Power.
-4  leadership styles to lead more powerfully.
-The importance of concepts such as self-actualization and self-efficacy.
- How to climb the career ladder.
-And more.

The book covers leadership and personal development  based on the author's 25 years of service at FDNY.

Email me at peronsaldevelopmentforleaders@gmail.com for your copy.

Come check out The Leadership Mastery Academy where you will learn step-by-step strategies to improve your professional and personal life. Learn, network and have fun.

http://www.meetup.com/Leadership-Mastery-Academy/photos/

Leadership Is

Free Seminar: Leadership and More

Leadership Style:Hersey-Blanchard Situational Leadership Theory

Have you constantly had someone on your team who fails to complete a task? Have your ever experienced an employee who felt challenged by the task at hand? Sound familiar? How can a Leader manage this or any similar situation in the future? A Leader can try changing their Leadership Style. Luckily for Leaders, different leadership models exist to assist in similar, future occurrences. Today, I will write about The Hersey-Blanchard Situational Leadership Theory. First published in 1969, the Hersey-Blanchard Situational Leadership Theory states that leaders need to use different leadership styles for employees with different maturity levels. The style initially depends on the maturity of the team member, and then on the task. By applying this concept, leaders can place primary focus on the task at hand as well as relationships. The four styles Leaders can choose from include: 1) Directing- Leaders specifically explaining the task. 2) Selling- Leaders "sell" their members on the task at hand. 3) Participating- Leaders and member share the responsibilities (Leaders have confidence in the member's maturity). 4) Delegating- Leaders place responsibility on the member. After selecting your leadership style, you must determine employee "maturity levels," which can be defined as: M1– the member lacks the knowledge, skills, or confidence to work on their own. M2 – members might be willing to work on the task, but lack the skills to complete the task. M3- members are ready and willing to help with the task; they have more skills than the M2 group, but are still not confident in their abilities. M4 – members can work on their own; they have a high level of confidence and strong skills. They are committed to the task. In summary, first, distinguish the member's maturity and then select a leadership style that matches the person's maturity level. Praise Jesus, you can feel confident that if you match the accurate style with the correct maturity, you will have a task successfully and effectively completed, as well as an improved relationship with your member. Different leadership styles may be better suited for different individuals. For example, a member who is unmotivated and needs to accomplish a difficult task; may need continuous direction. Conversely, a motivated member who has skills and also needs to accomplish an arduous task will not need constant direction, and you can delegate a task to them in full confidence.

Transformational Leadership is the Answer

Patricia is someone everyone respects. Patricia is someone everyone respects. Her team members are fiercely loyal and they are highly successful as individuals, and as a team. In contrast, other leaders in the organization report that their people seem disengaged. They experience high staff turnover and their results are often disappointing. So, what does Patricia do that other leaders don't? To begin, she regularly reminds her team members of the purpose of their work. She knows that she is a role model for her team so she demonstrates integrity in all of her working relationships. Patricia is a “transformational leader.” She sets high expectations but also "walks the walk" to demonstrate her commitment to the standards that she expects. What is transformational leadership? Leadership expert James McGregor Burns introduced the concept of transformational leadership in his 1978 book, "Leadership." He defined transformational leadership as a process where "leaders and their followers raise one another to higher levels of morality and motivation." Bernard M. Bass later developed this concept further. According to his 1985 book, "Leadership and Performance Beyond Expectations," this kind of leader is a model of integrity and fairness. --Sets clear goals. --Has high expectations. --Encourages others. --Provides support and recognition. --Stirs the emotions of people. --Gets people to look beyond their self-interest. --Inspires people to reach for the improbable. More than 25 years after Bass' book, transformational leadership is often argued to be one of the most important ideas in business leadership. To become a transformational leader, you need to: --Create an inspiring vision of the future. --Motivate people to buy into and deliver the vision. --Manage delivery of the vision. --Build ever-stronger, trust-based relationships with your people. Follow me on Facebook to learn more: Like us @ https://www.facebook.com/LeadershipConAmor