Charismatic and Transformational Leadership
Introduction.
The MLQ considers other variables related to organizational consequences, such as: extra effort, effectiveness, satisfaction;The workers think of their leaders in the three variables have at a very high level. The results expose a effectiveness relationship evaluated in the MLQ that is associated with the optimization of the material and personnel of the group, in this way better results can be obtained with the lowest possible cost.
Developing.
The data in this investigation does not justify all the parameters evaluated, in part this can be explained by the size of the defined sample. There are other aspects to take into importance such as communication processes inside the institution and the attitude of the staff in the face of a change process.
If the sample size is increased, it is likely to find relationships that provide other types of indicators to be added to the study. For this work it is not possible to leave the communication indicator outside, since, it is an important component in any process of change, in the same way, the effectiveness demonstrated by the leaders in the process of change is an indicator of acceptance to the same.
Some aspects found during the development of this research are the opinions of workers to the different forms of leadership that leaders present, according to the multi -factor leadership questionnaire (MLQ). The results, in general, demonstrate that more than half of the respondents place the leaders at a level of medium high leadership, indicating that there is a relationship between the variables studied, in this case, it is presumable that the workers are willing toassume a leadership change in an adequate way.
The transformational leadership variable is evaluated at a medium high level, which expresses that the relationship between leaders and subordinates occurs, among other things, by the carism of the leader. According to several authors, charismatic leaders increase workers’ motivation, therefore, awakening these motivations will result in support and approval to the leader. The leaders in these evaluations were positioned at a high and a half high level, according to the results thrown by the instrument, this reflects the individual consideration that subordinates perceive with their superior.
With the characteristics of transformational and transactional leadership types, it can be concluded that each leader develops a preference of both transactional and transformational characteristics. The leadership variable avoided leaders at a low medium level. In this type of leadership, performance failures are monitored to generate corrective actions, applying these techniques only when problems become serious.
The results obtained at the individual level show a high resistance level, according to several authors, points out that personality factors can influence change resistance. Other variables such as attitudes also affect, these may have a significant impact on change instrumentalization.
The subjects are at a high level of resistance, the indices that indicate it are the adaptability, leadership and innovation capacity. A current challenge is the ability to adapt to change, it is usually one of the most difficult parameters to change for organizations, especially when they see the need to modify their work schemes and optimize the management of the company.
In the development of this document it is found that communication is an important factor for leadership processes as in organizational exchange rates. One of the problems that was found as this document was developed was the inadequate communication, since employees were not communicated to the changes that were being developed, nor were they included in decisions, therefore, this brought uncertainty and muchdiscomfort in the members of the institution. The result included negative behaviors that did not help the process of defining the best leadership instruments.
conclusion.
As mentioned in this exploration work, it is necessary. This research can generate tools to continue future studies of leadership evaluation, perhaps adding other factors such as communication processes within companies, internal and external conditions or planned leadership processes.
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