Transformational leadership concept also plays a vital role in strategic planning since such leaders tend to focus on affirmative moral obligations of an organization. Lowder (1996) argues that transformational leaders focus a lot on social ethics theory, which holds that an organization has the positive moral duty to do that, which is good for its stakeholders. At the same time, transformational leaders strongly believe that companies have a moral duty to do good for its employees. Emphasizing on ethics in the decision-making process is extremely important since it ensures that the organization only does that which is beneficial to its stakeholders. Transformational leadership also plays a critical role in strategic planning due to its inspirational motivational. According to Lowder (2009), transformational leadership greatly influences the culture of an organization through actions, decision-making, modeling, and personal attitude, which, in turn, positively boost the values and perceptions of employees in an organization. According to Bass and Riggio (2012), the transformational leader makes decisions in accordance with Kantian Capitalism perspective free of employees or people as a means to an end in accomplishing objectives. This is because transformational leaders do not use their employees to achieve goals without seeking their consent. Health Sciences: Transformational Leadership.
Bass, B. M., & Riggio, R. E. (2012). Transformational leadership. New York, NY: Psychology Press.
Gittens, B. E. (2009). Perceptions of the applicability of transformational leadership behavior to the leader role of the academic department chairs: A study of selected universities in Virginia. New York, NY: ProQuest.
Janeba, N. (2008). Healthcare payment reform & provider reimbursement: A summary of strategies for consideration by the Oregon Health Fund Program. Oregon for Oregon Health Policy and Research. P. 1-22.
Lowder, T.M. (2009). The best leadership model for organizational change management: transformational versus servant leadership. P. 1-28.
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