TRANSFORMATIONAL LEADERSHIP BEHAVIOR IN PUBLIC SECTOR ORGANIZATIONS

Abstract

ABSTRACT.The material gathered in this study provides a rich and diverse context for understanding leadership involvement in socialization processes, leadership's impact on subordinates and organizations, effective leadership in collaborative settings, and the impact of leadership attributes and behavior on performance. The results of the current study converge with prior research on the relationship between transformational leadership behaviors and follower behaviors, the behaviors characteristic of transformational leaders, the identification by followers with the characteristics of the transformational leader, and interpersonal aspects of transformational leadership.Keywords: transformational leadership; performance management; public service1. IntroductionAlthough researchers have discovered some important findings regarding factors underlying transformational leadership behaviors, the role of transformational leaders in creating effective and sustainable organizations (Popescu, 2014), and the challenges faced by transformational leaders in implementing change in society, there is still a great deal that is unknown and that requires further empirical inquiry. The main objective of this paper is to explore and describe the specific dimensions of transformational leadership, tiie relationship between transformational leadership and the success of performance management, and the positive effects of transformational leadership on organizational outcomes. The theory that I shall seek to elaborate here puts considerable emphasis on the processes by which practices affect employee behavior, the behaviors of transformational leaders, and the connections between transformational leadership practices and public service motivations.2. Organizational Effectiveness in the Public SectorThe successful of change asks transformational leaders to exhibit specific behaviors and perform certain assignments. Transformational leaders show superior levels of commitment towards producing change, retain substantial power to realize ground-breaking change, should demonstrate a capacity to recognize the need for change (Lazaroiu, 2013), require a vision in order to enact change, should espouse high moral and ethical values, must possess strong intellectual capabilities, and should frame their message in significant ways in order to inspire followers, stimulating increased autonomy and independence amongst them (the development of close relationships between transformational leaders and followers is decisive to produce relevant changes). (McGuire and Hutchings, 2007) Transformational leadership serves as a change antecedent under conditions of continuous incremental change, relates to employees' performance generally through the quality of the relationship developed between managers and employees, and functions to bring about advantageous relationships with their employees. Managers should display transformational leadership and substantially involve in high-quality relationships with their employees, the relationship quality associated with transformational leadership increases employee perceptions of managers' behavioral integrity (Doherty, 2014), whereas lower level managers should be transformational during continuous incremental organizational change. Certain cultural value dimensions should be inspected in connection with employee reactions to transformation leadership during organizational change (the energizing aspects of transformational leadership may ease the development of high-quality relationships). (Carter et al., 2013)The concern of leadership development in public administration is on leading organizations: crossing organizational, jurisdictional, and sectoral limits is a component of public and governance. The steering of society is a collective achievement of several actors, some aspects of collaborative management are leadership behaviors (efficient governance is the result of collaboration), and collaborative leadership concentrates on partnership and mutual learning (working competently in an interorganizational context entails more of intraorganizational and leadership). …

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