Intrinsic Motivation through Transformational Leadership

Well-being leaders can help develop leaders and followers in an organization through transformational leadership training. Transformational leadership training can improve employee development by ensuring employees are empowered.?Let's make a philosophical assumption about implementing this motivational tool in the workspace. The four I's of transformational leadership are inspirational motivation, idealized influence, individual consideration, and intellectual stimulation (Effelsberg et al., 2014).

Inspirational motivation is when a leader communicates their vision, and followers translate this into their own values. Training could teach a team of legal leaders how to incorporate inspirational motivation into a team by helping the leaders create a mission statement for the team (Friis, 2012). This technique can help change a company's culture towards teamwork, much like a sports team, and many studies have found that inspirational motivation has been instrumental in the success of sports teams. For example, a study conducted on rowing athletes in the United Kingdom determined that the transformational leadership technique in coaching was most beneficial for athletes during times of high fatigue (Macdonald & Allen, 2019). Well-being leaders can use studies like this as an example of why transformational leadership can improve the culture of a legal team.??

Individual consideration is significant for leaders because many personalities work in this environment. Shahin et al. argues that a leader's perceived level of control is associated with intellectual stimulation and individualized consideration (2017). This shows that an "aware" transformational leader will motivate based on followers' needs. Therefore, it can be assumed that a well-trained transformational leader will adjust motivational techniques based on their leading population. One way well-being leaders can incorporate this into an organization's culture is through role playing with leaders and employees, where the leader tries to adjust their communication based on the group they are working with.?

Idealized influence is achieved when a transformational leader positively influences followers by maintaining a safe workplace. The best way to achieve idealized influence is through trust and respect, which is why ethical and authentic leadership training is essential (Effelsberg et al., 2014). As a result, the followers will take pride in their workplace. Using idealized influence techniques helps build a better community by increasing the self-interest of the company (?ahin et al., 2017). This is why organizational core values and pride are ways to increase productivity through motivation.?

Finally, intellectual stimulation is critical for employees at all levels to maintain motivation. Transformational leaders empower others to adopt a mindset that challenges the status quo and looks for innovation (Effelsberg et al., 2014). A well-being leader can help with the aspect of leadership development by creating think tanks of leaders and followers and looking at new ways to innovate, which helps stimulate intellectual growth (Friis, 2012). A study done on 562 employees across 44 small companies concluded that there is a strong relationship between intellectual stimulation and team learning and a positive team effect (Sánchez-Cardona et al., 2018). This is important because it shows that teams working with transformational leaders can continue to improve through team learning if properly intellectually stimulated. One technique that helps intellectual stimulation is assembling the team for brainstorming and discussing the game plan while being open to the challenges ahead (Arnold & Loughlin, 2013). This shows that integrating transformational leadership into organizational culture can stimulate great intellectual stimulation across all legal team members.

References

Arnold, K. A., & Loughlin, C. (2013). Integrating transformational and participative versus directive leadership theories: Examining intellectual stimulation in male and female leaders across three contexts. Leadership & Organization Development Journal, 34(1).

Effelsberg D., Solga M., & Gurt J. (2014). Getting Followers to Transcend Their Self-Interest for the Benefit of Their Company: Testing a Core Assumption of Transformational Leadership Theory. Journal of Business and Psychology, 29(1), 131–143.

Friis, R. H. (2012).?Essentials of environmental health?(3rd ed.). Jones & Bartlett Learning

Macdonald, S., & Allen, J. (2019). Coach-Created Talent Development Motivational Climate in Canoe Slalom in the United Kingdom. International Sport Coaching Journal, 6(1), 74–87.

?ahin, F., Gürbüz, S., & ?e?en, H. (2017). Leaders’ managerial assumptions and transformational leadership: The moderating role of gender. Leadership & Organization Development Journal, 38(1), 105–125.

Sánchez-Cardona, I., Salanova Soria, M., & Llorens-Gumbau, S. (2018). Leadership Intellectual Stimulation and Team Learning: the Mediating Role of Team Positive Affect. Universitas Psychologica, 17(1), 1–N.PAG.

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