Transformational Leader Profile

Topics: Leadership, Situational leadership theory, Management Pages: 5 (1708 words) Published: January 24, 2006

Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent (Clark, 1997). Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. Bass' (1989 & 1990) theory of leadership states that there are three basic ways to explain how people become leaders. These theories are; some personality traits may lead people naturally into leadership roles. This is the Trait Theory; a crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory; people can choose to become leaders. People can learn leadership skills. The basis of good leadership is honorable character and selfless service to the organization. This is the Transformational Leadership Theory. It is the most widely accepted theory today and the premise on which this assignment is based. The purpose of this paper is to profile the most important leadership role model in my life—someone I have known and have observed for years. Dave Nastase, The President of Federal Enterprise Solutions (FES), Northrop Grumman Information Technology, from my organization has been selected for this assignment. This topic will not be used for my own Research Study topic, however the research involved will narrow my search for a topic

Transformational Leader Profile
One afternoon after lunch I was sitting in my cubicle pondering over some issues concerning our project. Surprisingly enough, I received an email that read, thank you all again for all of your outstanding contributions, signed Dave Nastase, your FES President. Right away, I became seriously relieved and jumped with amazement and shouted, "What a leader!" Dave Nastase has been with Northrop Grumman for over fifteen years and just few months ago, he was promoted to the IT Federal Enterprise Solutions (FES) President. Many employees thought some executive members who have been with the organization longer than Dave, should have been selected for the position, but to everyone's amazement, Dave was selected, and why? Well, let's find out. Personally, I have worked with Dave Nastase for four years, and his leadership style is what Weiskittel (1999) refers to as transformational which talks about his involvement in coordinating and integrating activities in the organization. As Bass (1997) proposes, regardless of culture, transformational leaders inspire followers to transcend their own self-interests for the good of the group or organization. Dave is a true leader who is always looking for any opportunities to increase production. He does not set goals for nothing; he utilizes all the resources at his disposal to reach the goals. He joined the company as a System Engineer, and right from day one, he proved to the management that he had the capabilities to be a future leader for the organization. He portrayed the behaviors of a leader full of ideas that would be useful to the organization. His leadership behaviors in the team included coaching, training, telling, demonstrating, and supporting. His hard work coupled with his leadership roles in the organization, paid off within a short time. He became Systems Engineering Manager, and was transferred to Merrifield Virginia office to continue his work on the IRS projects. On the IRS projects, Dave continued to set great expectations; he initially mobilized all the resources available and began working towards his goal and objectives. Working in coordination with his subordinates he developed his strategies that led him to achieve all his goals within the first year of the project. He utilized the three components of Capezio and Morehouse (1997) model: action, influence and motivation. With all these three components fused together in Dave's leadership role...

References: Bass, B.M. (1997). Does the transactional-transformational leadership paradigm transcend organizational
and national boundaries? American Psychologist, 52, 130-139.
Bass, B.M. (1990). From transactional to transformational leadership: Learning to share the vision.
Organizational Dynamics, Vol
Bass, B.M. (1989). Stogdill 's Handbook of Leadership: A Survey of Theory and Research. New York: Free
Bass, B.M. (1985). Model of Transactional and Transformational Leaders, p.22.
Bennis, W.G., & Nanus, G. (1985). Leaders, New York: Harper & Row.
Capezio, P., & Morehouse, D. (1997). Secretes of break-through leadership. New Jersey:
Career Press.
Clark, D. (1997). Concepts of Leadership. The leadership Guide. Retrieved October 23,
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Weiskittel, P. (1999). The Concept of Leadership. ANNA Journal, 26(5), 467, 536.
Wren, D.A. (1994). The Evolution of Management Thought (4th Ed.). New
York: John Wiley and Sons
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