英语论文网

dership. The transformational leadership characteristics from his case of study are as follows.

3.3.1.1. Creative: He exhibited creativity at different levels of the task. Since he was the sole engineer at the construction site, he had to come up with different alternatives to execute the given task at a specified time with the steel fixers especially during the winter when at night the temperature fell to -4° C.

3.3.1.2. Interactive: He took into account the fact that manpower plays a vital role in the progress of any task. In order to achieve the required goals from them, he was very concerned about their personal issues. He used to go on construction site, watched steel fixers, appreciated their hard work, stayed with them and made some jokes to make their working environment friendlier. Whenever I told them how the company had always taken care of them and provided them with many facilities in the past, they always gave a strong and positive response. To them, it was a give and take affair that is, once their basic needs are attended to, they on their part will do their best in achieving the company's goal. This is also a classic example of how McGregor's theory Y is put into play.

3.3.1.3. Visionary: He was issued with the task of completing the project in 13 days. However, he was required by the client to complete it in seven days. He knew this requirement would stretch his time management skills but he employed excellent delegation skills to make sure the project would be completed on time and almost 30% below budget cost. An example of this is a quote from Hackman and Johnson that 'A vision is a concise statement or description of the direction in which an individual, group, or organisation is headed' (Hackman & Johnson, 2009).

3.3.1.4. Empowering: During this process he felt it was necessary to give his subordinates the feeling of being on equal footing as himself. He thought that if he treated his workers on the same level as himself he would get a great return from the worker, they will be more motivated and the company would get a great return from the workers. This was evident by the fact that the project was finished in seven days instead of the proposed 13 days. The comment by Hackman and Johnson enforces this great display of leadership, that is, 'Transformational Leaders know how to give power away and how to make others feel powerful' (Hackman & Johnson, 2009).

3.3.1.5. Passionate: He worked long hours for the completion of the task allocated to him and to excel his followers too. He believed that his display of immense love and passion towards his work was essential to serve as a motivational factor for his subordinates. This contributed a lot since it encouraged all the followers to put in a similar amount of passion or even more to achieve the set goals. He made funny jokes with his subordinates gave him the chance to get along with them. This in turn increased work production on site because he made his sub-ordinates felt valued. The statement below links him well with the passion component of transformational leadership. 'Transformational Leaders love their jobs & have a great deal of affection for their fellow-workers.' (Hackman & Johnson, 2009)

3.4. Lessons learnt from the course
The lesson learnt from the course further equipped him with better tools to manage a situation like this in a more comprehe