Year: 2021
Type: dissertation
Abstract: Transformational leadership (TL) is the ability of a leader to convince a subordinate or follower to adopt organizational goals as their goals. Transformational leaders utilize intellectual stimulation, individualized consideration, inspirational motivation, and idealized influence to engage and mold their employees. Within the sphere of public management, current leadership research acknowledges the effect of TL but is still incomplete or inconsistent on how to catalyze TL consistently. The focus of this study was how TL is used between managers and analysts within California state public service. The theoretical framework for this study is complexity theory. Complexity theory states that the world is chaotic and interconnected. To understand how public leaders could have used TL with respective analysts, one-on-one interviews were used to gather consistent qualitative data from fifteen participants. Overall, the theme for accessing transformational leadership with analysts was flexibility. The human ability to understand how every input is connected to every output is extremely limited. Similarly, public leaders do not know all the inputs their employees must deal with inside and outside of work. The findings from the interviews can begin to inform positive social change through a more specific method for how TL can be used consistently.
Source: ScholarWorks (Walden University)
Author: Stevenson III, Eugene Davis
Institution: Walden University
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W6980484702