A scholar in Nova Southeastern University by the name of Chien presented executives with a correlation between leadership effectiveness of different leadership styles adopted by executives in international companies. Although this empirical study was primarily designed to investigate global leaders and in this case Taiwan, there are kernels for all executives to learn from. For example, there was a strong positive correlation between the effectiveness of leaders and adopting a transformational leadership style at the highest organizational levels.
Executives began to listen and respond to the plethora of information in the form of articles and books attempting to provide transformational leadership as an adaptable and applicable leadership style to help impact not only the productivity and profitability of the organization but also the competitive advantage. One example is the concept of intellectual stimulation which is another important aspect of transformational leadership. Intellectual stimulation positively impacts the effectiveness of leadership in building learning through facilitating knowledge sharing by all leaders and followers of the organization. Executives require people who are engaged and inspired to meet the demands of day-to-day operations.
Transformational leadership also suggests that executives inspire their followers. Ergo, transformational leadership is a suitable leadership style to analyze leadership in international companies. By adopting a transformational leadership style, executives are able to answer the questions necessary to apply leadership without having to delve through all the leadership styles to find what works well for them and what does not. To prove the correlations between transformational leadership and the effectiveness of leadership in global environments today, I take a further look at new industry researches so that executives can see the correlation and application.
An Industry Task Force on Leadership and Management Skills found relevant information that may help leaders embrace transformational leadership. The task force first critiqued top managers and found them to be inadequate effective leaders. The report illustrates the weaknesses of leaders, such as failing to develop a clear vision for the future of their organization. Similarly, a more recent report on Management Matters illustrated that top managers in the manufacturing sector scored the least in the very important organizational behavior tenet of people management when compared to two other areas of operations- and performance management. This particular report highlighted that companies need to enhance leverage on human assets in order to achieve sustained competitiveness.
In both cases, companies have been ranked low in almost all dimensions of people management. After careful review of these findings for both case studies, the scholars recommend that companies must improve their human resource-related practices with a target of attracting, retaining, and promoting their human resources. This article goes further and suggests that the way for these managers and leaders, and leaders across the globe, to make the effective changes that are posited in the transformational leadership. The recommendations of transformational leadership are to focus on developing a strategic vision for their future strategic initiatives. When transformational leaders can generate a shared and inspiring vision for the future expansion into the global business environment, they will secure a foothold in the ever-expansive global marketplace. Thus, executives that act as transformational leaders are capable to overcome their deficiencies and lead better in our hypercompetitive environment of today.
These industry researches also identify the transformational leadership style as a primary driver of organizational competitiveness. Unfortunately, while the characteristics of transformational leaders are positively associated with the competitiveness of international companies, it is somewhat underutilized in organizations worldwide. This is suspect and alarming because numerous empirical studies have found that there is a direct correlation between transformational leadership and organizational competitiveness. Scholars highlighted transformational leadership as an enabler of organizational competitiveness. Therefore, leaders that may not be utilizing the transformational leadership style which has been posited as a managerial-based competency for organizations operating in today’s innovative business environment can now explore the virtues of using this leadership style to improve competitive advantage.
In conclusion, executives in international companies can now take a new view of managerial decision-making and leading – transformational leadership. Transformational leadership lies at the focal point of executive success. Therefore, I suggest that these executives embrace transformational leadership. This leadership style influences some of the spans of control of executive responsibility. For the scholar’s corner, I place a great deal of emphasis on the literature on transformational leadership as a significant indicator for business success. Scholars see that I expand upon the subject matter of transformational leadership. Through articulating the impacts of transformational leadership on the competitiveness of international companies, I add to the current and extant literature. Organizational competitiveness is essential for business growth and prosperity in today’s global business environments.
 Chien, HJ 2001, A comparison of leadership characteristics in public and large and small private organizations in Taiwan, Nova Southeastern University.
 Report of the Industry Task Force on Leadership and Management Skills 1995, Renewing Australian’s managers to meet the challenges of the Asia-pacific century.
 Management Matters in Australia: Just how productive are we? 2012, Department of Innovation, Industry, Science and Research, Australia.