The CCM Model: A Management Approach to Performance Optimization

Abstract

Three leadership styles are frequently discussed in the literature today: transactional, transformational, and most recently—transcendental. Managers may be able to put transactional, transformational, and transcendental leadership style theories into practice without inventing a new set of processes and procedures to achieve individual follower optimal performance and effect positive change and optimal individual performance within an organization. The management activities of coaching, counseling, and mentoring are articulating activities for transactional, transformational, and/or transcendental leadership styles.

Linking Managerial Coaching and Leader–Member Exchange on Work Engagement and Performance

“…However, there was a strong support that managerial coaching had a positive direct effect on unit-level performance, rated both at the individual and at the more objective collective unit-level, and thus H1B gained support. The people in a unit form a group with common goals and require collaborative capabilities (Geroy et al 2005), which in the light of our study, can be supported by managerial coaching. Thus, our findings confirm earlier findings (R. Agarwal et al 2009) and also respond to Zhao and Chadwick (2014), who call for more investigation on the unit-level.…”

“…There is some research evidence that managerial coaching encourages better performance at the group-level too, through improving group effectiveness (R. Agarwal et al 2009;Wageman 2001). That occurs when team members engage with the collective goals and take collective responsibility for performance (Duff 2013); by creating better collaborative capabilities (Geroy et al 2005;Stoker 2008); and by improving self-management, member relationships, and member satisfaction (R. Agarwal et al 2009). However, the empirical evidence of the connection remains contradictory.…”

The spiritual dimension in leadership at Dilmah Tea

“…The leader promotes uniformity by providing extrinsic (positive or negative) rewards to the collaborators (Cardona, 2000, p. 203). Transactional leadership style behaviors engage in coaching activities and facilitate capacity development toward achieving results that the organization determines desirable (Geroy et al , 2005).…”

“…The transcendental leader is not only concerned with the economic and social work‐based exchanges in their relationship with followers, but also “is concerned with the people themselves and tries to contribute to their personal development” (Cardona, 2000, p. 205). This focus on the “whole” follower (as opposed to only the work presence of the follower) means transcendental leaders engage in mentoring activities that not only “have the capacity to address organizational expectations and needs, but also influence all facets of an individual's life” (Geroy et al , 2005, p. 28).…”

“…As a response, several studies attempt to promote transcendental leadership theory (Cardona, 2000; Sanders et al , 2003; Dent et al , 2005; Geroy et al , 2005), but transcendental leadership theory “remains to be empirically tested in a variety of social and organizational environments” (Sanders et al , 2003, p. 30). The conceptual model offered by Sanders et al (2003) puts transcendental leadership and transactional and transformational styles along several continua, including spirituality.…”