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The impact of transformational leadership in improvement of the organizational capability

Authors
  • Silvana Pasovska

    University St.Kliment Ohridski-Bitola

    Author

  • Trajko Miceski

    Un.Goce Delcev Stip

    Author

Keywords:
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Abstract

Transformational leadership has a major impact on the improvement of organizational culture and success. It affects change in cultural characteristics of the individual and improvement of human achievements in all areas, thus creating a long-term positive approach of a person. It results in positive transformation of a person and improvement of its potentials.
The transformational approach has a capacity to make significant change both in individuals and in the organization through adaptation, expectations, aspirations, perceptions and values. Such an approach is based mostly on leader’s personality, his character, vision, the power to accept the challenge and on his own example.
Transformational leaders are focused on the "common good" instead of their individual "power bases”, they are broad-minded and respect the interests of their followers. With such leaders people are willing to create and innovate and to work harder than expected,.
The paper studies some views on transformational leadership based on charisma, innovation of the companies, producing success and building personalities with durable and unperishable values. This is empirical research on the image of organizations formulated through the statements of managers and employees and presented through tabular, graphical and calculated correlative values.

Author Biography
  1. Silvana Pasovska, University St.Kliment Ohridski-Bitola

    Scientific tobacco institute-Prilep

References

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Published
2018-02-01
Section
Journal Articles
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Copyright (c) 2018 Silvana Pasovska, Trajko Miceski

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How to Cite

Pasovska, S., & Miceski, T. (2018). The impact of transformational leadership in improvement of the organizational capability. International Journal for Innovation Education and Research, 6(2), 235-246. https://doi.org/10.31686/ijier.vol6.iss2.957