Managers :: Business, Transformational Leadership

Organizations need managers who are innovators because they offer the organization a competitive advantage and economic growth in a time of increased worldwide competition, technological revolution and fast shifting market situations (Damanpour, & Schneider, 2006). Innovative managers are good in adapting to new environments conditions because they form the organizational culture. Furthermore, they motivate and enable fellow managers or employees to build the capacity for change to occur. Organizations need to have many innovative managers because they have a positive attitude toward competition and entrepreneurship at the work place. Moreover, a manager’s capacity to innovate in an organization is positively associated with organizational climate (2006). Gumusluoglu, & Ilsev (2009) also 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 afraid to take risk f or innovation to occur (Hancer, Ozturk, & Ayyildiz, 2009). A manager position permits other employees to gather and engage innovative thoughts from both the inside and outside the organization (2009). Organizations that have employees that trust each other are more likely to succeed (Simmons, 2002). This is because trust is the expectations or beliefs about likelihood that fellow employee’s actions will be beneficial or at least not harmful to his/her interests. Furthermore, an organization cannot succeed if the manager is not trusted 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 â€Å"leadership, ethical behavior, teamwork, goal setting, performance appraisal, development labor relations and negations† (Andersen, 2005, p.396). This is because trust largely is contingent on the mutual confidence that no side in the relationship will exploit 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 cycle of reciprocity (2002). Organizations need managers with integrity because they foster organizational compliance and create a positive environment within the organization (Verhezen, 2008). Furthermore, managers with integrity have a good moral character, are sincere, honest, and more likely to stick with their values (2008). A positive staff perception of a manager's leadership is associated with better job satisfaction and workforce retention (Jeon, Glasgow, Merlyn, & Sansoni, 2010).