Continuous Learning of Branch Managers on Transformational Leadership Skills: Keyword Branch

Much oftenfound when changes happened in organizations new leaders are usually replaced. Enabling and supporting of previous leadership training programs are unrecognized nor given much attention by the new leaders. This article compared the process on Samsung’s successful implementation of total or...

Full description

Saved in:
Bibliographic Details
Published in:ABAC ODI Journal Vision. Action. Outcome 2016-01, Vol.3 (2)
Main Author: Tonvongval, Sumontha
Format: Article
Language:English
Subjects:
Leadership
Managers
Organizational change
Organizational learning
Transformational leadership
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Much oftenfound when changes happened in organizations new leaders are usually replaced. Enabling and supporting of previous leadership training programs are unrecognized nor given much attention by the new leaders. This article compared the process on Samsung’s successful implementation of total organizational change with full management support, and ABC lending business. A follow up on ABC managers’ learning level after the transformational leadership (TL) training in 2012. The findings revealed that all existing 31 Managers are on the job applying what they were taught and learned on a continual basis. Of the 4 TL dimensions, Eleven Managers (35%) applied the Idealized Influence (II) dimension the most.
ISSN:2408-2058