Transformational leaders
The nonprofit organizations of the 21st century encounter a wide range of challenges that require proactive and holistic leaders to solve. Many nonprofit leaders in the 21st century spend a lot of time raising funds and maintaining internal operations to ensure effective utilization of resources. . Leaders also face multiple accountability demands and need to maintain a good working relationship with stakeholders such as (government officials, business sector, employees, funders and the local community). Since the aim of the nonprofit organizations is to do more with less, there is competition from the profit organizations, coupled with the need to utilize technology in enhancing efficiency. To withstand the challenges and foster accountability requires modern leaders to focus on situational contexts and their followers. The current theories, therefore, lead to the development of leaders who have a broader skill set, qualities, and character that vision and collaboration.
According to (), a transformational leader is an individual who inspires the followers through motivation, intellectual stimulation, and the creation of a culture of supports to achieve a shared vision. A transformational leader is focused on activities that ensure their followers are empowered, gain knowledge and skills through training, and access information to build their skills. Consequently, a transformational leader inspires followers with persuasion and challenges that provide understanding. Through intellectual stimulation, coaching, mentoring, and delegation of responsibility, a transformational leader will expand the follower’s use of individual abilities. In nonprofit organizations, a transformational leader will develop and share the vision with followers in a clear, understandable, and inspiring manner. They also establish the systematic steps of realizing the vision and monitor the progress timely. In the wave of uncertainty and challenges, transformational leaders remain enthusiastic, optimistic, and confident to influence the members positively.
In Nonprofit organizations, transformational leadership results in the creation of a corporate culture that aligns with the essential values of all employees. These stakeholders are of critical importance in the 21st century. Since transformational leaders are agents of change guided by strong institutional values, they utilize motivational language and create strong adaptive cultures founded on shared values. Transformational leaders, therefore, create robust cultures foster learning and innovative response to challenges, new opportunities, and competitive threats.
Consequently, in 21st-century leadership, the conduct, speech, interactions as well as personal life significantly influences the perceptions of employees and the overall success of the organization. Transformational leaders are guided by high levels of ethical and moral standards, which promotes the development of similar culture among the employees. This enables the leader and followers to have clear organizational goals, values, and share the same assumptions. When every member of the organization has similar values, goals, and assumptions, many regulatory obstacles, disconnects, and complications are eliminated, leading to effective performance.
During my fieldwork experience with Dr. Charmaine Vega, who collaborated with other staff members in educating children about the significance of food in physical, mental, and psychological development, I demonstrated servant leadership. One afternoon, Dr. Vega, who was the lead trainer, was scheduled to provide an afternoon lesson on the impact of proper diet on the intellectual growth of children. As a volunteer, my primary role was to prepare the venue and resources were for the event that was attended by potential angel investors. However just 30 minutes into session, the assistant lead received a phone call that Dr. Vega had suffered an asthmatic attack a few minutes earlier and washed rushed to the hospital. Since the hall was ready and waiting, it would have been impossible to turn the children away. Since the assistant lead was not willing to facilitate the session, I volunteered to lead the session. I held a short brief with other staff and stakeholders present to consult on what to do to ensure optimum delivery of content. We deliberated for ten minutes. Since I had watched Dr. Vega do many presentations, it was not an uphill task. I led the session and even volunteered to meet the investors and discuss the mission and vision of our initiative. I always volunteered whenever there was a need for someone exceptional to handle a crisis. This enhanced my knowledge, skills, and expertise in leadership and future career objectives.
I am proud to have had fieldwork placement in an environment that embraced transformational leadership. Dr.Vega always articulated her vision and mission for the organization in a passionate and inspirational manner that would make us buy into it. Consequently, she encouraged learning and skill improvement amongst us by allowing us to educate and mentor young children. Decision making was always decentralized with each of us being involved. This was an element of democratic leadership. She was motivational, empathetic, and innovative at all times. Servant leadership was also demonstrated in her through the empowerment of employees and direct interaction with clients. Recognition of the role of the organization in the broader community also made an exceptional leader.