Abstract
Transformational leadership has become one of the strongest models of explaining how organisations attain long-term growth and operational excellence. This paper explores the construct of “Pinnacle Operations,” which refers to the state of optimal organisational performance and characterized by strategic alignment, adaptive capacity and continuous value creation and posits that transformational leadership is the main driver by which organisations achieve and maintain such operational pinnacles. Based on the four-component model of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) developed by Bass and Avolio, the paper constructs a conceptual model of the relationship between the behaviors of transformational leaders and the organisational performance outcomes through three mediating variables: follower motivation and engagement, organisational learning culture, and strategic flexibility. Finally, this study offers practical insights to senior executives, boards, and HR practitioners and contributes to the discourse on leadership-performance by positioning transformational leadership in an operational excellence paradigm between strategy and implementation.
Keywords
Transformational Leadership, Organizational Performance, Pinnacle Operations, Operational Excellence, Strategic Flexibility, Employee Engagement, Follower Motivation
Citations
IRE Journals:
Andrew Obhiosa "Pinnacle Operations: Driving Organizational Growth through Transformational Leadership" Iconic Research And Engineering Journals Volume 6 Issue 12 2023 Page 1647-1653 https://doi.org/10.64388/IREV6I12-1715242
IEEE:
Andrew Obhiosa
"Pinnacle Operations: Driving Organizational Growth through Transformational Leadership" Iconic Research And Engineering Journals, 6(12) https://doi.org/10.64388/IREV6I12-1715242
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