MGT 440 Week 3 discussion 1

Good afternoon, Class. Authentic transformational leaders differ from pseudo-transformational leaders. Pseudo- transformational leaders are charismatic and adept at attracting followers. However, true transformational leaders can make lasting organizational changes. In contrast, pseudo- transformational leaders prioritize short-term gains over long-term implications. Three traits identified pseudo-transformational leadership. Decision-making is difficult by nature. Directive consensus requires extensive deliberation. The basic idea is that lower-level employees will follow rules and make decisions based on their efficacy. Inconsistent and critical policy implementation would change the impact. Having untrustworthy leaders in decision-making positions can hinder government, organization, and industry goals. Leaders with low motivation and a narrow perspective. A leader with a narrow view and closed mentality is frequently seen as a poor leader since they tend to inhibit their goals. Additionally, those without this perspective may struggle while facing opponents. I keep introspecting and tackling obstacles. Leadership involves introspective review of past acts before making decisions concerning external factors. The leader should not advance and correct earlier mistakes until circumstances change and prompt a reconsideration. Leaders struggle to identify today's rapid change (Johnson, 2018). Charisma helps pseudo-transformational leaders attract and engage people. Humans naturally prioritize short-term gains, which can have long-term ramifications. They motivate their followers to greatness. However, their goals may damage and kill their followers. The above CEOs lack ethical consideration as they use deceptive methods to improve their public image and satisfy their employees without committing to long-term participation. Henry Ford is often regarded as a transformational leader. Ford was a prominent entrepreneur who brought about significant changes in the transportation sector within the United States. The individual in question gained renown for his significant contributions to mass production, which included implementing policies that resulted in improved compensation for his workforce and the creation of affordable items for the American populace (Researchomatic, 2013). Ford is renowned for his thesis which posits that individuals should strive to provide more to society than they receive in return (The Human Capital, 2023). Ford prioritized the well-being of his employees and the potential impact of his company on society, rather than focusing solely on personal gain and achievement. His theoretical contributions to the field of business and his genuine care for the well-being of others exemplify the characteristics of a Transformational leader. Adolf Hitler, conversely, might be regarded as a leader exhibiting characteristics of a Pseudo-Transformational style. Adolf Hitler possessed a distinct and well-defined vision, which he effectively communicated to garner a substantial following, owing to his zeal and visionary brilliance. Despite Hitler's persuasive abilities and his success in gaining support, it is important to acknowledge that his vision of an ideal government and society was fundamentally rooted in his deep-seated animosity towards the Jewish population. Utilizing his profound animosity, Hitler exerted authority over a significant portion of the European continent, so triggering a series of detrimental effects characterized by corruption and the tragic occurrence of the Holocaust (Robertson, 2015). The individual's evil actions resulted in his transformation into
a tyrannical figure, causing a shift from his previous role as a transformational leader to that of a Pseudo-transformational leader (Pennsylvania State University World Campus, 2022). References: ( 2013 , 3) .Henry Ford's Leadership Style Researchomatic .Retrieved 3 , 2013, from Johnson, C. E. (2018). Meeting the ethical challenges of leadership: Casting light or shadow (6th ed.). Pennsylvania State University World Campus (2022). PSYCH 485 Lesson 10: Transformational leadership . destructive-side-of-leadership/#:~:text=An%20example%20of%20a%20pseudo,followers %20(Robertson%2C%202015) . Robertson, D. M. (2015, Jan 5). Pseudo-transformational leaders. DMR Publications. Retrieved from The Human Capital Hub, 2023; 20 Examples of Transformational Leaders;
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