K Trubia Leadership 2.0

Moynihan, Pandey and Wright’s article gives a theory of how “leadership affects the implementation of management reforms” (Moynihan, Pandey & Wright, 2011, p. 143). The article looks at transformational leadership and how the performance of the teams are truly influenced by this type of leadership. The article’s model developed shown in graph on page 148 is a simple model to go by to be transformational (Moynihan, Pandey & Wright, 2011, p. 148). A study was done using a nationwide survey of senior management in local government with populations over 50,000 (Moynihan, Pandey & Wright, 2011, p. 151). Using the theory of transformational theory impacts performance because of goal clarity and development of the culture, the study concluded there is an indirect role the transformational leader plays (Moynihan, Pandey & Wright, 2011, p. 156). The study concluded that “transformational leadership can observe a powerful but indirect role in “setting the table” for success of important management processes such as performance management” (Moynihan, Pandey & Wright, 2011, p. 156).
Transformational leaders 1) “direct and inspire; 2) “build employee confidence and pride in the organization”; and 3) “help followers achieve mission by stimulating/challenging them” (Moynihan, Pandey & Wright, 2011, p. 147). Remembering that Jesus is our eternal leader and re-read the three functions of a transformational leader in the last sentence. Jesus leads by directing and inspiring, building our confidence and pride in Him and challenging us. Jesus is the utmost transformational leader that truly has set the table for us all to sit with Him. So, the implications of this for transformational leaders, especially new leaders, is to know that transformational leadership does impact performance and that I do ‘set the table’ by providing clear goals and fostering a culture of trust and inclusion.
Moynihan, D. P., Pandey, S. K., and Wright, B. E. (2011). Setting the table:
How transformational leadership fosters performance information use.
doi:10.1093/jopart/mur024. Retrieved from