Transformational leadership as an agent of change
Implications for organisational change
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This interesting book is the result of a research that emerged from a problem perceived in an educational institution referred to the fact that managers exercise a traditional leadership, characterized by authoritarianism and coercion, not very close to the characteristics of a transformational leadership so necessary for the change that organizations demand in these postmodern times. Scientific verification led the researcher to carry out this descriptive inquiry, supported by a field study, in which a Likert format instrument was used. The results showed that in general, the managers of the ...
This interesting book is the result of a research that emerged from a problem perceived in an educational institution referred to the fact that managers exercise a traditional leadership, characterized by authoritarianism and coercion, not very close to the characteristics of a transformational leadership so necessary for the change that organizations demand in these postmodern times. Scientific verification led the researcher to carry out this descriptive inquiry, supported by a field study, in which a Likert format instrument was used. The results showed that in general, the managers of the institution under study present serious weaknesses in their performance as transformational leaders as agents of change, prepared to positively modify the organizational culture through the five basic actions studied: communication, motivation, consensual decision making, conflict management and delegation of functions; therefore, they need to transform themselves for the good of the organization. Hence the recommendations formulated in the research.
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