. "1121125691"^^ . . . . . . . . "\u0642\u064A\u0627\u062F\u0629 \u062A\u062D\u0648\u0644\u064A\u0629"@ar . . . . . "Transformational leadership"@en . . . . "\uBCC0\uD601\uC801 \uB9AC\uB354\uC2ED"@ko . . . . . . . . "Transformationale F\u00FChrung"@de . . "Transformationale F\u00FChrung ist ein F\u00FChrungsstil, bei dem durch das Transformieren (lat.: transformare \u2013 umformen, umgestalten) von Werten und Einstellungen der Gef\u00FChrten in Richtung langfristiger, \u00FCbergeordneter Ziele eine Leistungssteigerung stattfinden soll. Transformationale F\u00FChrungskr\u00E4fte versuchen, ihre Mitarbeiter intrinsisch zu motivieren, indem sie beispielsweise attraktive Visionen vermitteln, den gemeinsamen Weg zur Zielerreichung kommunizieren, als Vorbild auftreten und die individuelle Entwicklung der Mitarbeiter unterst\u00FCtzen. Die transformationale F\u00FChrung ist zusammen mit der transaktionalen F\u00FChrung Bestandteil des Full Range Leadership Models."@de . . . . "\u0422\u0440\u0430\u043D\u0441\u0444\u043E\u0440\u043C\u0430\u0446\u0438\u043E\u043D\u043D\u043E\u0435 \u043B\u0438\u0434\u0435\u0440\u0441\u0442\u0432\u043E \u0443\u0441\u0438\u043B\u0438\u0432\u0430\u0435\u0442 \u043C\u043E\u0442\u0438\u0432\u0430\u0446\u0438\u044E, \u043C\u043E\u0440\u0430\u043B\u044C\u043D\u044B\u0439 \u0434\u0443\u0445 \u0438 \u043F\u0440\u043E\u0438\u0437\u0432\u043E\u0434\u0438\u0442\u0435\u043B\u044C\u043D\u043E\u0441\u0442\u044C \u043F\u043E\u0441\u043B\u0435\u0434\u043E\u0432\u0430\u0442\u0435\u043B\u0435\u0439 \u0441 \u043F\u043E\u043C\u043E\u0449\u044C\u044E \u0440\u0430\u0437\u043B\u0438\u0447\u043D\u044B\u0445 \u043C\u0435\u0445\u0430\u043D\u0438\u0437\u043C\u043E\u0432. \u0412 \u0434\u0430\u043D\u043D\u043E\u0439 \u043C\u043E\u0434\u0435\u043B\u0438 \u043B\u0438\u0434\u0435\u0440 \u044F\u0432\u043B\u044F\u0435\u0442\u0441\u044F \u043E\u0431\u0440\u0430\u0437\u0446\u043E\u043C \u0434\u043B\u044F \u043F\u043E\u0434\u0440\u0430\u0436\u0430\u043D\u0438\u044F \u0434\u043B\u044F \u0435\u0433\u043E \u043F\u043E\u0441\u043B\u0435\u0434\u043E\u0432\u0430\u0442\u0435\u043B\u0435\u0439. \u041F\u0440\u0438 \u044D\u0442\u043E\u043C \u043B\u0438\u0434\u0435\u0440 \u0434\u043E\u043B\u0436\u0435\u043D \u0432\u044B\u044F\u0432\u043B\u044F\u0442\u044C \u0441\u043B\u0430\u0431\u044B\u0435 \u0438 \u0441\u0438\u043B\u044C\u043D\u044B\u0435 \u0441\u0442\u043E\u0440\u043E\u043D\u044B \u0443 \u0441\u0432\u043E\u0438\u0445 \u043F\u043E\u0441\u043B\u0435\u0434\u043E\u0432\u0430\u0442\u0435\u043B\u0435\u0439 \u0438 \u0441\u0442\u0430\u0432\u0438\u0442\u044C \u0438\u043C \u0437\u0430\u0434\u0430\u0447\u0438, \u043A\u043E\u0442\u043E\u0440\u044B\u0435 \u043C\u043E\u0433\u0443\u0442 \u043E\u043F\u0442\u0438\u043C\u0438\u0437\u0438\u0440\u043E\u0432\u0430\u0442\u044C \u0438\u0445 \u0440\u0430\u0431\u043E\u0442\u0443."@ru . . . . . . . "Przyw\u00F3dztwo transformacyjne \u2013 proces, w kt\u00F3rym wszyscy jego uczestnicy (zar\u00F3wno lider, jak i reszta cz\u0142onk\u00F3w grupy) oddzia\u0142uj\u0105 na siebie nawzajem poprzez odwo\u0142ywanie si\u0119 do warto\u015Bci istotnych dla obydw\u00F3ch stron. W modelu tym styl kierowania przyw\u00F3dcy opiera si\u0119 na d\u0105\u017Ceniu do zmiany warto\u015Bci wewn\u0105trz organizacji i realizacji cel\u00F3w poprzez uczynienie wsp\u00F3\u0142pracownik\u00F3w zwolennikami jego wizji, a nie jedynie wynaj\u0119tymi pracownikami, jak to ma miejsce w modelu przyw\u00F3dztwa transakcyjnego. Z perspektywy efektywno\u015Bci ca\u0142ej organizacji styl przyw\u00F3dztwa opieraj\u0105cy si\u0119 na motywacji pracownik\u00F3w poprzez zaanga\u017Cowanie i odwo\u0142ywanie si\u0119 do moralno\u015Bci czy warto\u015Bci jest uznawany za bardziej efektywny."@pl . . . . . "3002308"^^ . . "Transformationale F\u00FChrung ist ein F\u00FChrungsstil, bei dem durch das Transformieren (lat.: transformare \u2013 umformen, umgestalten) von Werten und Einstellungen der Gef\u00FChrten in Richtung langfristiger, \u00FCbergeordneter Ziele eine Leistungssteigerung stattfinden soll. Transformationale F\u00FChrungskr\u00E4fte versuchen, ihre Mitarbeiter intrinsisch zu motivieren, indem sie beispielsweise attraktive Visionen vermitteln, den gemeinsamen Weg zur Zielerreichung kommunizieren, als Vorbild auftreten und die individuelle Entwicklung der Mitarbeiter unterst\u00FCtzen. Die transformationale F\u00FChrung ist zusammen mit der transaktionalen F\u00FChrung Bestandteil des Full Range Leadership Models."@de . . . . . . . . . . . . "Przyw\u00F3dztwo transformacyjne \u2013 proces, w kt\u00F3rym wszyscy jego uczestnicy (zar\u00F3wno lider, jak i reszta cz\u0142onk\u00F3w grupy) oddzia\u0142uj\u0105 na siebie nawzajem poprzez odwo\u0142ywanie si\u0119 do warto\u015Bci istotnych dla obydw\u00F3ch stron. W modelu tym styl kierowania przyw\u00F3dcy opiera si\u0119 na d\u0105\u017Ceniu do zmiany warto\u015Bci wewn\u0105trz organizacji i realizacji cel\u00F3w poprzez uczynienie wsp\u00F3\u0142pracownik\u00F3w zwolennikami jego wizji, a nie jedynie wynaj\u0119tymi pracownikami, jak to ma miejsce w modelu przyw\u00F3dztwa transakcyjnego. Z perspektywy efektywno\u015Bci ca\u0142ej organizacji styl przyw\u00F3dztwa opieraj\u0105cy si\u0119 na motywacji pracownik\u00F3w poprzez zaanga\u017Cowanie i odwo\u0142ywanie si\u0119 do moralno\u015Bci czy warto\u015Bci jest uznawany za bardziej efektywny. Wed\u0142ug Krzysztofa Ob\u0142oja przyw\u00F3dca transformacyjny osi\u0105ga swoje cele m.in. przez umiej\u0119tno\u015B\u0107 obserwacji i identyfikacji przysz\u0142ych trend\u00F3w, tworzenia \u015Bmia\u0142ych i inspiruj\u0105cych pracownik\u00F3w misji oraz szybkiego reagowania na zmiany. Tw\u00F3rca terminu, Bernard M. Bass, zwraca uwag\u0119 na cztery istotne elementy tego rodzaju przyw\u00F3dztwa: \n* Indywidualne traktowanie \u2013 lider jest zainteresowany rozwojem (nie tylko na p\u0142aszczy\u017Anie zawodowej ale r\u00F3wnie\u017C osobistej) pracownik\u00F3w, stwarza im okazje do uczenia si\u0119, jest \u015Bwiadomy potrzeb cz\u0142onk\u00F3w grupy. W ten spos\u00F3b pracownicy nabywaj\u0105 kompetencje i umiej\u0119tno\u015Bci, dzi\u0119ki czemu mog\u0105 w przysz\u0142o\u015Bci sami wychodzi\u0107 z inicjatyw\u0105. \n* Stymulacja intelektualna \u2013 lider motywuje i zach\u0119ca reszt\u0119 zespo\u0142u do kreatywno\u015Bci, innowacyjno\u015Bci, samodzielnego (cz\u0119sto krytycznego) my\u015Blenia, itp., poprzez dawanie szerokich mo\u017Cliwo\u015Bci dzia\u0142ania, szerokiej wizji oraz akceptacji nawet szalonych pomys\u0142\u00F3w. \n* Inspiruj\u0105ce motywowanie \u2013 lider inspiruje reszt\u0119 zespo\u0142u optymistycznym i realistycznym obrazem przysz\u0142o\u015Bci zwi\u0119kszaj\u0105c ich zaanga\u017Cowanie w podejmowanie dzia\u0142anie i d\u0105\u017Cenie do celu. \n* Wyidealizowany przyk\u0142ad \u2013 charyzmatyczny lider jest r\u00F3wnocze\u015Bnie przyk\u0142adem dla cz\u0142onk\u00F3w grupy. Zawsze g\u0142\u0119boko wierzy w prezentowan\u0105 przez siebie wizj\u0119. Jest wytrwa\u0142y i zdeterminowany do osi\u0105gania zamierzonych cel\u00F3w, wykazuje si\u0119 pe\u0142n\u0105 odpowiedzialno\u015Bci\u0105. Pozostali cz\u0142onkowie grupy zwykle obdarzaj\u0105 go zaufaniem i s\u0105 z nim silnie zwi\u0105zani emocjonalnie. Ten typ przyw\u00F3dztwa jest cz\u0119\u015Bci\u0105 szerszego modelu Bassa, kt\u00F3ry obejmuje r\u00F3wnie\u017C dwukomponentowe przyw\u00F3dztwo transakcyjne oraz ."@pl . . . "Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement. it is an integral part of the Full Range Leadership Model. Transformational leadership is when leader behaviors influence followers and inspire them to perform beyond their perceived capabilities. Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers attitudes and the organization as a whole. Transformational leaders typically perform four distinct behaviors, also known as the four I's. These behaviors are inspirational motivation, idealized influence, intellectual stimulation, individualized consideration. Transformational leadership serves to enhance the motivation, morale, and job performance of followers through a variety of mechanisms; these include connecting the follower's sense of identity and self to a project and to the collective identity of the organization; being a role model for followers in order to inspire them and to raise their interest in the project; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, which allows the leader to align followers with tasks that enhance their performance. It is also important to understand the qualities a transformational leadership can bring to a work organization. Transformational leadership enhances commitment, involvement, loyalty, and performance of followers. Followers exert extra effort to show support to the leader, emulate the leader to emotionally identify with him/her, maintain obedience without losing any sense of self esteem. Transformational leaders are strong in the abilities to adapt to different situations, share a collective consciousness, self-manage, and be inspirational while leading a group of employees. Inspirational motivation is when the leader inspires their followers to achieve. This leader sets high and reasonable goals for their followers and their organization. They inspire commitment and they create a shared vision for their organization. Leaders that utilize inspirational motivation motivate followers extrinsically and intrinsically, and they are able to articulate their expectations clearly. Inspirational motivation is closely tied to productivity. Productivity leads directly to having a source of worth, and could be considered both inspirational and visionary, leading to a positive emotional impact on that leader's followers. Idealized influence is when the leader acts as a strong role model for their organization and leads by example. These types of leaders consider the needs of their followers and prioritize their needs. They typically have loads of commitment and are very ethical. Followers of these leaders typically try to emulate their leader as they tend to identify with them easily. When subordinates try to emulate their leader, emotional attachments tend to form. Although controversial, Adolf Hitler would be an example of a leader that had profound emotional impact on his subordinates. Intellectual stimulation is when the leader encourages their followers to think for themselves. These leaders are creative, innovative, and are very open to new ideas. They tend to be tolerant of their followers' mistakes, and even encourage them as they believe they promote growth and improvement within the organization. These leaders create learning opportunities for their followers and abandon obsolete practices. Individualized consideration is when the leader establishes a strong relationship with their followers. These leaders act as a caring supportive resource for their followers and their organization. They mentor their followers and allocate their time to developing their followers potential. One of the ways in which leaders can develop their followers is by delegating specific tasks that will foster an individual's development."@en . 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It gives workers autonomy over specific jobs, as well as the authority to mak"@en . . 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