Transformative Leadership
Transformative Leadership in a Nonprofit Organization
Yulanda Harris
EDD8100 – Foundations of Educational Leadership and Management 1
April 21, 2013
Capella University
Abstract
A transformative leader is a leader who can bring about influential change in others. These leaders not only transform essential change, they change the way we think and act. Transformative leaders create practices and processes in organizations proactively. In addition, transformative leaders can be found at different levels in an organization. They can hold the title ranging from supervisor to executive director. This essay primarily focuses on the challenges faced by the Training & Development (T&D) Specialist, who is capable of helping to make essential changes and encourage transformational leadership at Presbyterian Villages of Michigan (PVM).
Introduction
The purpose of nonprofit organizations is to offer programs and services to assist the public. Presbyterian Villages of Michigan (PVM) is a faith-based, nonprofit organization. PVM offers quality senior living housing and services, offering a wide range of residential service options including apartments, condominiums, assisted living, and skilled nursing care (Presbyterian Villages of Michigan, 2013). The ideal leadership style is that of a Servant Leader. According to Robert Greenleaf, servant leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world (Greenleaf, 1991). In contrast or a more similarity practice, transformative leadership can transform organizational culture and influence job satisfaction of the employees. However, the supervisors and managers appear to be disengaged or a gap presents itself within the organization. Therefore, it was necessary to begin the journey of conducting research within the organization. As in the case of action research according to Joe
Yulanda Harris
EDD8100 – Foundations of Educational Leadership and Management 1
April 21, 2013
Capella University
Abstract
A transformative leader is a leader who can bring about influential change in others. These leaders not only transform essential change, they change the way we think and act. Transformative leaders create practices and processes in organizations proactively. In addition, transformative leaders can be found at different levels in an organization. They can hold the title ranging from supervisor to executive director. This essay primarily focuses on the challenges faced by the Training & Development (T&D) Specialist, who is capable of helping to make essential changes and encourage transformational leadership at Presbyterian Villages of Michigan (PVM).
Introduction
The purpose of nonprofit organizations is to offer programs and services to assist the public. Presbyterian Villages of Michigan (PVM) is a faith-based, nonprofit organization. PVM offers quality senior living housing and services, offering a wide range of residential service options including apartments, condominiums, assisted living, and skilled nursing care (Presbyterian Villages of Michigan, 2013). The ideal leadership style is that of a Servant Leader. According to Robert Greenleaf, servant leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world (Greenleaf, 1991). In contrast or a more similarity practice, transformative leadership can transform organizational culture and influence job satisfaction of the employees. However, the supervisors and managers appear to be disengaged or a gap presents itself within the organization. Therefore, it was necessary to begin the journey of conducting research within the organization. As in the case of action research according to Joe
References: Presbyterian Villages of Michigan. (2013). Welcome to Presbyterian Villages of Michigan! Retrieved from www.pvm.org Greenleaf, R.K. (1991). The servant as leader. Indianapolis, IN: The Robert K. Greenleaf Center Donaldson, J., & Francis, B. (2013). Converstion about research. Retrieved from www.capella.edu Wainright, C., York, G., & Woodward, B. (n.d.). A transformative framework for. (2012). The Journal of Health Administration Education, 40-70.