Q1a. Explain why communicating the organization's vision or mission is an important part of "transformational leadership" and highlight how "communicating direction" would guide employee behavior for a broader purpose. Transformational leadership is an ongoing process in which the levels of morality and motivation of both leaders and followers are increased by each other (Burns, 1978). Bass and Avolio (1995) further define that such leadership inspires followers to perform beyond limits to achieve the organization's vision. Transformational leaders are often associated with four behaviors. • Idealized influence whereby leaders serve as role models for employees. • Inspirational motivation where leaders show their commitment to goals and have a clear vision. • Intellectual stimulation where leaders encourage creativity among employees. • Individualized consideration whereby leaders offer their support and encouragement to individual employees. Such behaviors are achieved when transformational leaders and employees work as one. However, without a shared vision, transformational leadership cannot be achieved as there is no trust or motivation to help each other achieve a common goal. When asked, employees often have no idea what their boss does. In such a situation, employees lose respect for their leaders. Employees need to see the big picture to help them understand the goals their leaders are headed toward. When leaders communicate the vision to employees, they can appreciate the positive impact of the vision their leader seeks to realize. Therefore, communicating the vision or mission of the organization is important in transformational leadership. With reference to Maslow's hierarchical model (19...... half of the document ......catesAfter the launch of the program, the demand for It was then that they developed the training of trainers program “Fish!”. This program aimed to help leaders use the Fish! philosophy to spark positive organizational change promote cultural change. This in return achieves high levels of employee engagement and motivation and has led to increased teamwork, morale and of trust among employees. An activity highlighted in the program is the bell game. It is a team building activity in which a group of participants musically ring the bells which become a challenge of coordination, precision and teamwork, they wanted the leader to believe that the same positive experience could be forcefully multiplied in each participant's team and in the workplace..