Managers :: Business, Transformational Leadership

Organizations deal managers who are innovators because they offer the scheme a war-ridden advantage and economic growth in a time of increase worldwide competition, technological revolution and fast shifting market situations (Damanpour, & Schneider, 2006). modernistic managers are good in adapting to hot environments conditions because they form the organizational culture. Furtherto a greater extent, they impel and enable fop managers or employees to build the energy for change to occur. Organizations need to lay down many innovative managers because they have a positive military note toward competition and entrepreneurship at the work place. Moreover, a managers capacity to innovate in an organization is positively associated with organizational climate (2006). Gumusluoglu, & Ilsev (2009) in addition states that organization needs to have many innovative mangers because they develop new and better products and services. Organization needs to have managers who are not scared to take risk for innovation to occur (Hancer, Ozturk, & Ayyildiz, 2009). A manager position permits other employees to gather and engage innovative thoughts from both the inside and out-of-door the organization (2009). Organizations that have employees that curse each other are more likely to succeed (Simmons, 2002). This is because trust is the expectations or beliefs about likelihood that fellow employees actions will be beneficial or at to the lowest degree not harmful to his/her interests. Furthermore, an organization cannot succeed if the manager is not certain(p) because he/she will have extensive difficulties in establishing any trust with his/her fellow employees. Moreover, this can result in negatively affecting the organization culture and productivity (2002). Trust is very important for an organization because it explains the managers or employees organizational activities such as their leading, ethical behavior, teamwork, goal setting, performance appraisal, training labor relations and negations (Andersen, 2005, p.396). This is because trust largely is contingent on the shared confidence that no side in the relationship will achievement the susceptibility of each other (2005). Lastly, when employees perceived that their manager do not trust them, they start to mistrust the manager in a cps of reciprocity (2002). Organizations need managers with integrity because they foster organizational compliance and develop a positive environment within the organization (Verhezen, 2008). Furthermore, managers with integrity have a good moral character, are sincere, honest, and more likely to cohere with their values (2008). A positive staff perception of a managers leadership is associated with better job satisfaction and workforce retention (Jeon, Glasgow, Merlyn, & Sansoni, 2010).