Transformational Leadership and Individual Development Plans

Paper Summary:

This paper presents a literature review to evaluate how managers can increase the likelihood of individual development plans (IDP) attainment on the part of subordinates, in conjunction with looking at how to maximize the odds of high performance subordinates attaining IDP-based objectives. The paper explains that the accumulated research that is included in this review led to the development of a proposed IDP Attainment Model which seeks to create a high level of consistency and trust between managers and subordinates to ensure IDPs can be attained over time. This model is illustrated in this paper and demonstrates how how critical it is for any manager responsible for assisting their subordinates to be developmental in focus. The paper includes color graphs.

Table of Contents:
Introduction
Correlating Manager's Emotional Intelligence (EI) to IDP Attainment
Transformational Leadership and its impact on IDP Attainment in Teams
Introducing the IDP Attainment Model
Conclusions

From the Paper:

"Transformational leadership theory does not isolate or otherwise place on specific leadership style in a vacuum or in some type of isolation. Rather, this leadership approach focuses on the implications of transformational strategies across the full gamut of leadership styles. Continuing on, this theory consolidates all leadership behaviors into one of three types, with the first being transformational. The second, more traditional type of leadership is transactional. Transactional leadership involves rewarding workers for good performance (and conversely punishing workers for poor performance) and includes the fundamental tenants of McGregor's theories of motivation and management."

Sample of Sources Used:

• Scott J Allen, Nathan S Hartman. (2008). Leader Development: An Exploration of Sources of Learning. Organization Development Journal, 26(2), 75-87. Retrieved October 21, 2008, from ABI/INFORM Global database. (Document ID: 1485290221).
• Antonakis, J., & House, R. J. (2002). The full-range leadership theory: The way forward. In B. J. Avolio & F. J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. 3 - 33. Boston: JAI Press.
• Avolio, B. J., & Yammarino, F. J. (2002). Introduction to, and overview of, transformational and charismatic leadership. In B. J. Avolio & F. J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. xvii - xxiii. Boston: JAI Press.
• Bar-on, R. (1997). The Emotional Intelligence Inventory (EQ-I): Technical manual. Toronto: Multi-Health Systems.
• (Barnett, Davis, 2008) Robert Barnett, Sandra Davis. (2008). Creating Greater Success in Succession Planning. Advances in Developing Human Resources, 10(5), 721. Retrieved October 11, 2008, from ABI/INFORM Global database. (Document ID: 1571300511).

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