Tabia za Kiongozi Mwenye Mabadiliko
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H. & Fetter, R. · 1990
Pia inajulikana kama: Transformational leadership · TLI framework
Uongozi wa kimabadiliko huelezea uongozi ambao hubadilisha kile ambacho wafuasi wanataka kufanya badala ya kile tu wanacholipwa kufanya, tofauti na uongozi wa kimiamala wa kubadilishana tuzo kwa utendaji. Utekelezaji wa Podsakoff unabainisha tabia sita za mabadiliko, kueleza maono, kutoa mfano unaofaa, kukuza ukubali wa malengo ya kikundi, matarajio ya juu ya utendaji, usaidizi wa kibinafsi, na msisimko wa kiakili, pamoja na tuzo inayotegemea mazingira kama ulinganisho wa kimiamala. Kubainisha tabia zinazoonekana badala ya sifa za mvuto ndiko kunakofanya mfumo huu kutumika kwa maendeleo.
Mfumo unaoelezea uongozi unaobadilisha kile ambacho wafuasi wanataka kufanya badala ya kuwalipa tu kufanya hivyo (Bass, 1985). Podsakoff, MacKenzie, Moorman na Fetter (1990) walijumuisha maandishi katika tabia sita za mageuzi zinazoweza kuzingatiwa: kuelezea maono, kutoa mfano unaofaa, kukuza kukubalika kwa malengo ya kikundi, kushikilia matarajio ya juu ya utendaji, kutoa usaidizi wa kibinafsi, na kutoa msisimko wa kiakili. Utafiti huo huo ulipima zawadi ya kutegemea matokeo, tabia ya kimapatano ya kuhusisha kutambuliwa na matokeo, bega kwa bega nazo: ni mabadilishano badala ya mageuzi, si kinyume cha uongozi wa mageuzi, na viongozi imara mara nyingi hupata alama za juu katika zote mbili, kwa hivyo hizo mbili husomwa kama utofauti ndani ya wasifu mmoja badala ya kama ncha za rula moja.
- Chanzo:
- Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107-142. Bass, B. M. (1985). Leadership and Performance Beyond Expectations. Podsakoff, P. M., Todor, W. D., & Skov, R. (1984). Effects of leader contingent and noncontingent reward and punishment behaviors on subordinate performance and satisfaction.
Fanya jaribio lililothibitishwa linalotokana na nadharia hii
Kusoma kuhusu dhana kunakuambia ni nini. Zana ya kupima iliyoidhinishwa inakuambia pale ulipo. Ni bure kufanya, matokeo kwa dakika.
Ushahidi kwa muhtasari
- Usaidizi wa kimajaribio
- Ushahidi wa wastani
- Urudufishaji
- Imenakiliwa vizuri
- Kitamaduni mtambuka
- Kwa kiasi kikubwa ni ya ulimwengu wote
- Tathmini jumuishi
- zilizoorodheshwa 24
Ukadiriaji huu unatoa muhtasari wa maandishi yaliyochapishwa kuhusu nadharia hii, si ubora wa jaribio lolote moja lililojengwa juu yake. Hizi ni hukumu za uhariri kulingana na vyanzo vilivyoorodheshwa hapa chini, na hubadilika kadiri ushahidi unavyokusanywa.
Muktadha wa Kihistoria
Burns alianzisha tofauti ya kubadilisha-muamala (transforming-transactional) katika utafiti wake wa uongozi wa kisiasa wa 1978, na Bass aliuleta katika saikolojia ya shirika mnamo 1985 na Multifactor Leadership Questionnaire na I's nne: ushawishi uliodhaniriwa (idealised influence), motisha ya msukumo, msisimko wa kiakili na kuzingatia mtu binafsi. Podsakoff na wenzake walichapisha njia yao mbadala inayotegemea tabia mnamo 1990, iliyochochewa na kutoridhishwa na muundo wa vipengele vya MLQ na kuchanganya kwake tabia ya kiongozi na tabia ya mfuasi. Taratibu zote mbili bado zinatumika, na utofauti unaotokana na zana ni kikwazo kinachoendelea kwa matokeo ya kujumlisha.
Dhana
Kueleza Maono
The leader behavior of identifying new opportunities for the group and communicating a picture of where the work is going that people can see and want to reach (Podsakoff, MacKenzie, Moorman & Fetter, 1990). It is the behavior that turns a direction held in the leader's head into something the team can steer by.
Kutoa mfano unaofaa
The leader behavior of setting an example consistent with the values and standards the leader asks of others (Podsakoff, MacKenzie, Moorman & Fetter, 1990). People read what a leader does faster than they hear what a leader says, so this behavior decides whether instructions arrive with support or against a counter-example.
Kukuza Kukubalika kwa Malengo ya Kikundi
The leader behavior of promoting cooperation toward a common aim: framing targets as collective, pulling divergent efforts back to the shared goal, and crediting results to the team (Podsakoff, MacKenzie, Moorman & Fetter, 1990). It is what makes coordination cheap, because the goal already belongs to everyone.
Matarajio ya Juu ya Utendaji
The leader behavior of demanding excellence and refusing second-best work (Podsakoff, MacKenzie, Moorman & Fetter, 1990). The construct measures the size of the demand, not its wisdom: the same level of demand reads as belief when it arrives with individualized support and as pressure when it does not, which is why it is interpreted next to that behavior rather than on its own.
Msaada wa kibinafsi
The leader behavior of showing respect and attention to each follower's personal needs and feelings (Podsakoff, MacKenzie, Moorman & Fetter, 1990): consulting people before decisions land on them, adapting to the individual, and keeping track of what is going on beyond the task list. It is the behavior leaders most reliably overrate in themselves.
Msisimko wa kiakili
The leader behavior of challenging followers to rethink old problems and settled assumptions, the leader's own included (Podsakoff, MacKenzie, Moorman & Fetter, 1990). Where it is high, precedent is not an argument and disagreement with the leader is survivable; where it is low, a well-aligned team solves this year's problems with last year's playbook.
Zawadi Kulingana na Utendaji
The transactional leader behavior of tying recognition and reward clearly and promptly to performance (Podsakoff, Todor & Skov, 1984; measured alongside the transformational behaviors by Podsakoff et al., 1990). An exchange rather than a transformation, and not the opposite of transformational leadership: it is one of the most consistently useful things a leader does, and strong leaders often show both.
Zana za kupima
- Kipimo cha NOESIS cha Uongozi wa MabadilikoNOESIS2026
Majaribio yaliyojengwa kwenye nadharia hii
Matumizi ya Kimatendo
Tabia za uongozi wenye mabadiliko zinatabiri kuridhika na kazi kwa mfuasi, uwajibikaji kwa shirika, tabia ya uraia na, kwa kiasi kidogo, matokeo madhubuti ya utendaji, katika maandiko makubwa sana ya uchambuzi. Ndio uti wa mgongo wa mitaala mingi ya ukuzaji uongozi na zana za maoni za digrii 360. Kujitathmini ni utumizi dhaifu zaidi, kwa kuwa mitazamo ya kibinafsi ya viongozi inahusiana kwa kiasi kidogo tu na ukadiriaji wa wafuasi; thamani ya mfumo huu katika kujitambua ni katika kutaja ni tabia zipi ambazo mtu hufanya kikweli ukilinganisha na zile anazokusudia tu.
Jinsi Inavyopimwa
Inapimwa kwa mfuasi au makadirio ya Likert ya kujiripoti ya tabia maalum za kiongozi katika vipimo sita vya mageuzi pamoja na malipo ya dharura; makadirio ya mfuasi ni chanzo kinachokubalika zaidi.
Ukosoaji na Mipaka
Ukosoaji wenye ushawishi wa Van Knippenberg na Sitkin wa 2013 unahoji kwamba dhana hiyo ina kasoro za msingi: mielekeo haina msingi wa kinadharia wenye nguvu wa kuunganishwa, karibu haichunguzwi tofauti licha ya kuwa na mahusiano tofauti, na vipimo huchanganya tabia ya kiongozi na athari zake kwa wafuasi, jambo linalofanya mahusiano ya matokeo kwa kiasi fulani kujirudiarudia. Upendeleo wa njia ya kawaida ni mkubwa, kwa kuwa wafuasi kwa kawaida hukadiria kiongozi wao na mitazamo yao wenyewe. Ukubwa wa athari hupungua sana wakati utendaji madhubuti badala ya mtazamo wa wafuasi ndio kigezo, na mfumo huu unaelekea kuficha viamuzi vya kimazingira na vya kimuundo vya utendaji wa kitengo.
Machapisho Makuu
- Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H. & Fetter, R.. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. 10.1016/1048-9843(90)90009-7
- Bass, B. M.. (1985). Leadership and Performance Beyond Expectations.
- van Knippenberg, D. & Sitkin, S. B.. (2013). A critical assessment of charismatic-transformational leadership research: Back to the drawing board?. 10.5465/19416520.2013.759433