Topics: Apple Inc., IPod, Leadership Pages: 3 (1049 words) Published: May 21, 2014
1. Should Apple's board of directors be expecting Jobs to push transformational change or incremental change, or both, at this point in time? Why?

What Is Transformational Leadership?
Transformational leadership improves the performance, morale, motivation, and dedication of both leaders and their teams or supporters.

Successful transformational leadership :
makes an incredibly strong case for why change should happen, promotes a common vision,
leads change in an organized manner,
successfully integrates the change.
Transformational leaders are inspirational, trustworthy, and charismatic role models who lead by example. They understand the strengths and weaknesses of their team and align them with tasks and goals to optimize performance. They engage their team in a way that moves them to also become leaders. Transformational leaders foster high levels of personal commitment from their supporters or team to shared goals, whether those goals are for an organization or a movement. Goals are set

The “Four I’s” of Transformational Leadership
The key elements of transformational leadership, known as the “4 I’s,” are as follows:

Idealized Influence
․ Being a charismatic role model who builds confidence and trust Inspirational Motivation
․ Providing meaningful work and setting high standards
Intellectual Stimulation
․ Encouraging creativity by questioning common assumptions and beliefs Individual Consideration
․ Being a mentor by responding to individual need swith high standards in mind, and transformational leadership has been shown to often exceed more typical achievements.

What Transformational Leadership Is Not
As posited by Burns, transactional leadership can be seen as the counter to transformational leadership. It is also important to point out that all types of leadership have a dark side when an abuse of power is realized. True transformational leadership must involve efforts to develop supporters into leaders, for leaders...
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