First, boosting employee morale – I would have a better morale as an employee as people surrounding me are all positive and active and it makes me want to be like them and learn from them. Second, enhancing work performance – I would be keen to work together with other people to achieve the organizational goals and my enthusiasm at work would make me excel at my work performance. Third, having less stress – Proactive organizational culture would make me less stressful as there is less chance there would be office politics.

Transformational leaders are able to promote innovation at the workplace due to their abilities to generate organizational learning a leading knowledge management, which in results promoting the organizational innovation (Akel & Demirel, 2017). First, generating organizational learning. Transformational leaders are seemed by their employees as the role models as they always encourage the stimulation of intellectual and provide motivation and supports to their employees. The stimulation of intellectual is very necessary for the employees to generate new ideas and turn them into reality. Besides, transformational leaders are usually willing to entertain new ideas so their employees would not be afraid to speak out their ideas, instead, they are brave enough to say whatever brilliant or not ideas in their minds, creating greater possibilities of effective innovation. The process of new ideas generation, experimentation and solve problems actually put the employees to learn more and more stuffs. Even when they fail, they learn from their mistakes and they have more experiences when it comes to next time.

Second, leading knowledge management. There is no a simple way that could categorize knowledge management but transformational leaders are always deemed important in leading the knowledge management to make it more effective. Knowledge management involves the five processes including construction, embodiment, dissemination, use and management, which means that ones should create, gather, store, distribute and apply knowledge properly in order to effectively manage the knowledge that stay within their brains. As mentioned before, transformational leaders are able to generate organizational learning, which would allow employees to put what they have learnt before into practices. This is a very crucial steps in the knowledge management. Employees who are skilled in the knowledge management could quickly identify, develop and leverage knowledge to create something innovative. This is a very important assets for an organization as these employees have become the talents in the organizations, which would in turns result in a lot of competitive advantage for the organizations.

Akel, E. & Demirel, A. G. (2017). Transformational leadership and innovation: An empirical study of direct and indirect effects in HR consulting companies. International Journal of Business and Management, 13(1).

Transformational leaders can create and manage on organizational culture that can contribute to an organization’s success through the following ways (Kohll, n.d.). First, growing off the current culture. Transformational leaders should always ask their employees what they like and do not like about the current culture of the workplace and try to make improvement on it to make sure everyone feel comfortable working together. Employees should be engaged in growing a positive culture within the organization as they know how they feel. Second, creating goals. Transformational leaders should create the organizational goals and make every employee work towards the same goals so they know what they are doing, which is working hard together to achieve something that is meaningful and valuable. Working together towards the same goals would bring people together and that is more meaningful than just than giving them pay checks. 

Third, encouraging positivity. A positive culture would require a lot of the motivation and encouragement from the leaders. It is crucial for the transformational leaders to always encourage their employees, express gratitude and respect to the employees to make their employees feel positive at the workplace. Fourth, fostering social connections. Social connections is very crucial for the employees to feel comfortable in the workplace and a good workplace relationship would actually reduce the chances of office politics. Employees have to know each other well and maintain a good relationship with each other so they could better work together when there is any team project. There could be frequent employees gatherings, happy hour excursions or weekly team meals to be carried out.

Kohll, A. (n.d.). How to build a positive company culture [online]. Available at: https://www.forbes.com/sites/alankohll/2018/08/14/how-to-build-a-positive-company-culture/#5ca0ee0349b5 [Accessed 4 April 2019].

Adoption of change could help transform my life in a better way due to the following reasons. First, eliminating the bad habits – Eliminating those bad habits that would negatively impact my life such as being lazy. Second, building new habits – Picking up new habits such as being on time every time by slowly practicing it so I could remove the bad habits without much conscious effort. Third, being more patient – Changing needs time as old habits would not be change in just one needs. Therefore, I could build patience during the process. Fourth, adopting self-reflection – Being able to reflect on myself and realize the bad habits that I have to transform myself into a better me.

Transformational leader should help overcome the resistance to change and implement effective change through the following strategies (People Management, 2016). First, communicate change effectively. Constant communication is needed between the top management and the general employees to let them know what is happening day to day and what is coming next. It is crucial to make employees stay informed and therefore, transparency in communication is very important. Apart from these, transformational leader would also need to explain the idea behind the change and the benefits associated with it so employees could better understand it and they could be convinced more easily to accept the change.

Second, effectively engaging employees. Transformational leader should always engage employees in organizational change as every advice matters and employees would feel that they are being valued as their opinions are appreciated. This would reduce their worries of being ‘sacrificed’ in the change as they still feel that they are part of the organization. Transformational leader should always get feedback from the employees by asking them their opinions and feedback on the change to see if the change is really working and if there is any employees do not feel good about the change so that adjustment and improvement could be made. 

Third, implementing change in several stages. A sudden, uninformed change would never do any good to the employees and organization. Transformational leader should first prepare for the change by informing the employees and then slowly take action on it. Change should be slow and steady and monitor frequently to ensure its effectiveness.

People Management. (2016). Overcoming employee resistance to change in the workplace [online]. Available at: https://www.paycor.com/resource-center/change-management-in-the-workplace-why-do-employees-resist-it [Accessed 3 April 2019].

It is crucial to overcome employees’ resistance to change in the organization as they play a huge part in determining the organizational success due to the following reasons (Elias, 2007). First, organizational commitment. Employees who accept the change would be more committed to the organization and they would be willing to stay in the organization for a longer time, resulting in low employee turnover, which would negatively impact the organizations to spend human and financial resources on recruiting. Second, growth needs strength. Employees would have strong needs personal growth and development within the workplace, making them to work harder to achieve both personal and organizational goals and helping organization to prosper. They would respond eagerly to any opportunities given to them and work harder to excel on them.

Third, locus of control. Employees would perceive that they remain to have control over the organization, even only a small extent as they have accepted the change and been engaged in the change. They would think they are a part of the organization and work harder to make the organization grow. Fourth, internal work motivation. Employees would be motivated to enjoy their job and they are willing to develop skills and knowledges voluntarily. They are always seeking for new experiences and goals rather than just focused on the pay check. A motivated employees would always be enthusiastic to take up new tasks and complete them in a good manner. 

Elias, S. M. (2007). Employee commitment in times of change: Assessing the importance of attitudes toward organizational change. Journal of Management, 35(1), pp.37-55.

Several of the factors influencing employee resistance to change are discussed. First, job security. Employees are worried about losing their jobs if there is any change in the workplace, causing them to resist change as job security is deemed to be very important for many employees (McMurry, 1947). Employees of different positions in the organization would have different level of worries when it comes to change as the possibilities of them losing job are different. Therefore, those who see them having high chances of losing job would have greater resistance on the change. Second, power and prestige. Change in an organization usually means change in power as some highly talented people would be promoted to a higher position while some low performers would also be degraded (Oreg, 2006). Employees who are in a favourable position would refuse change, worrying that they might be transferred to a less favourable position, or other departments. Third, intrinsic rewards. Employee intrinsic job satisfaction might be affected in the organizational change. As mentioned earlier, employees might be transferred to other position or even department, this means that they would have different tasks. Employees who think they would be transferred to a less challenging, autonomous and interesting job would resist the change in the organization as they are worried of this threats (Deci & Ryan, 1985). 

McMurry, R. N. (1947). The problem of resistance to change in industry. Journal of Applied Psychology, 31, pp. 589 – 598

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum

Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15(1), pp. 73-101.

Commitment in learning bring enormous impacts to enhancing the learning capabilities and yield successful outcomes due to the several reasons.

I am more likely to invest more effort into learning and this would increase his performance and yield better outcome at the end of the day, based on valence expectancy theory. Besides, I would actively participates in lectures and being attentive in classes to grab all the knowledge being taught. Furthermore, I would be willing to take the initiatives to do tasks and learn by themselves without having to tell them what to do. Last but not least, I would be more curious and eager to explore the area that they have not yet explored in the past. This help the learners to learn more things and grow their knowledges in various areas.

Transformational leaders are considered to be the best type of leadership to inspire their employees (CBIA 2016). This is because they are packed with the qualities of having the transformational leadership, leading the employees to follow them and identify with them, inspiring their employees to work towards the organizational and personal goals through huge motivations and supports. Gathungu (2015) has presented four factors that how the transformational leadership qualities would affect the employee commitment and they include inspirational motivation, intellectual stimulation, idealized influence and individualized consideration.

The inspirational quality of transformation leaders would motivate the employees follow their path toward achieving organizational and personal success. Employees trust in them because of their formal acknowledgement and their consistent supports provided to them. They would usually lead the employees to work optimistically and enthusiastically to foster commitment.

Besides, they are willing to entertain new ideas and encourage their employees to be innovative and creative and be brave enough to speak out their ideas without having fears of getting condemned. They focused on solving the problems but not trying to put responsibilities on people who do wrong.

Further more, they believe that they have to be what they want their employees to be first before they demand their employees to be. They act as the role model of their employees and influence their employees in their behaviours. Their actions would always win them trust among their employees as they would place employees at the first place and show them that they are valued. By doing this, their employees would have the common goals with them, which is to achieve organizational success.

Last but not least, they are very supportive to their employees and they provide different supports to their employees and reward them based on their achievement. There is always fairness in the workplace as the employees are treated the ways they deserve to be treated. Transformational leaders try to communicate with emotion and they are very considerate so that no one would feel being left out or giving an unfair treatment under their leads.

Gathungu, D. (2015). Transformational leadership and employee’s commitment: Empirical review. Journal Of Humanities And Social Science, 20(7), pp. 01-17.

Employee commitment could be a critical issues needed to be handled well to ensure organizational success. In this case, we need to find out the factors that would have impacts on the employee commitment to ensure employee commitment. The two factors that we would discussed further on would be disparities in experience and education as well as workplace fairness.

Disparities could have negative impacts on the employee commitment when the leaders has less education, work experience, or organizational tenure that the employees, and this is also what we called status incongruence (CBIA 2016). Employees usually would not feel attachment to the organization when they feel their leaders are less qualified than they are. Researchers have found that status incongruence would weakened the employee commitment and also affective commitment, which is an attachment that the employees have on the organizations that keep them for staying longer. Apart from this, research also shown that women need to have higher credentials to prove their abilities before their employees would commit to them and trust that they have the abilities to lead them into success (CBIA 2016).

Workplace fairness is deemed to be important by the employees, which means that they need to feel that they could trust their leaders so they would commit to their work (Seifert et al. 2015). Involvement in the decision making process usually have impacts on employees’ expectations about how their future in the organizations would look like as they would predict what their leaders are likely to do and how they would execute their decision in the future. If the employees trust their leaders, they would have positive expectations on the outcome favorability and procedural fairness and hence, increase their commitment.  

CBIA. (2016). Factors affecting employee commitment [online]. Available at: https://www.cbia.com/news/hr-safety/factors-affecting-employee-commitment/ [Accessed 3 April 2019].

Seifert, M., Brockner, J., Bianchi, E. C. & Moon, H. (2015). How workplace fairness affects employee commitment [online]. Available at: https://sloanreview.mit.edu/article/how-workplace-fairness-affects-employee-commitment/ [Accessed 3 April 2019].