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    Transformational Leadership

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    Summer Cee
    Transformational leadership creates positive change in followers by motivating them and enhancing their performance. It focuses on developing followers into leaders and encouraging them to support each other and the organization. A transformational leader inspires and stimulates followers through charisma, intellectual challenges, and individualized attention in order to transform them and move them to higher levels of achievement and morality.

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    Transformational Leadership

    Uploaded by

    Summer Cee
    194 views3 pages
    Transformational leadership creates positive change in followers by motivating them and enhancing their performance. It focuses on developing followers into leaders and encouraging them to support each other and the organization. A transformational leader inspires and stimulates followers through charisma, intellectual challenges, and individualized attention in order to transform them and move them to higher levels of achievement and morality.

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    Transformational leadership creates positive change in followers by motivating them and enhancing their performance. It focuses on developing followers into leaders and encouraging them to support each other and the organization. A transformational leader inspires and stimulates followers through charisma, intellectual challenges, and individualized attention in order to transform them and move them to higher levels of achievement and morality.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    194 views3 pages

    Transformational Leadership

    Uploaded by

    Summer Cee
    Transformational leadership creates positive change in followers by motivating them and enhancing their performance. It focuses on developing followers into leaders and encouraging them to support each other and the organization. A transformational leader inspires and stimulates followers through charisma, intellectual challenges, and individualized attention in order to transform them and move them to higher levels of achievement and morality.

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    of 3

    Transformational leadership is a leadership style that is defined as leadership that

    creates valuable and positive change in the followers. A transformational leader focuses
    on "transforming" others to help each other, to look out for each other, to be encouraging
    and harmonious, and to look out for the organization as a whole. In this leadership, the
    leader enhances the motivation, morale and performance of his follower group.

    Contents
    [hide]

    • 1 Background
    • 2 Development of concept
    • 3 Components of concept
    • 4 Research in the area
    • 5 Implications for managers
    • 6 See also
    • 7 References

    • 8 External links

    [edit] Background
    James MacGregor Burns (1978)[1] first introduced the concepts of transformational
    leadership in his descriptive research on political leaders, but this term is now used in
    organizational psychology as well. According to Burns, transformatial leadership is a
    process in which "leaders and followers make each other to advance to a higher level of
    moral and motivation". Burns related to the difficulty in differentiation between
    management and leadership and claimed that the differences are in characteristics and
    behaviors. He established two concepts: "transformational leadership" and "transactional
    leadership". According to Burns, the transformational style creates significant change in
    the life of people and organizations.It redesigns perceptions and values, changes
    expectations and aspirations of employees. Unlike in the transactional style, it is not
    based on a "give and take" relationship, but on the leader's personality, traits and ability
    to make a change through vision and goals.

    [edit] Development of concept


    Another researcher, Bernard M. Bass (1985), suggested a transformational leadership
    theory that adds to the initial concepts of Burn's (1978).[2] The extent to which leader is
    transformational, is measured first, in terms of his influence on the followers. The
    followers of such leader feels trust, admiration, loyalty and respect to the leader and they
    are derived to do more than they expected in the beginning. The leader transform and
    motivate followers by charisma, intellectual arousal and individual consideration. In
    addition, this leader seeks for new working ways, while he tries to identify new
    opportunities versus threats and tries to get out of the status quo and alter the
    environment.

    The researchers, Bass & Avolio (1993), made an empirical study which mapped the
    frequent leadership styles of managers and commanders. They located the two categories
    (transformational and transactional leadership) on a continuum and created more stages at
    the passage between those two leadership styles. This model is called "The full range of
    leadership"[3].

    [edit] Components of concept


    The full range of leadership introduces four elements of a transformational leader:

    1. Individualized consideration- the degree to which the leader attends to each


    follower's needs, acts as a mentor or coach to the follower and listens to the follower's
    concerns and needs. The leader gives empathy and support, keeps on open
    communication and place challenges to the followers. This also encompasses the need to
    respect and celebrate the individual contribution that each follower can make to the team.
    The followers have a will and aspirations for self development and have an intrinsic
    motivation for their tasks.

    2. Intellectual stimulation-The degree to which the leader challenges assumptions, takes


    risks and solicits followers' ideas. Leaders with this trait stimulate and encourage
    creativity in their followers. they nurture and develop people who think independently.
    For such leader Learning is a value and unexpected satiations are seen as opportunities to
    learn.The followers ask questions, think deeply about things and figure on better ways to
    execute their tasks.

    3. Inspirational motivation- the degree to which the leader articulates a vision that is
    appealing and inspiring to followers. Leaders with inspirational motivation challenge
    followers with high standards, communicate optimism about future goals, and provide
    meaning for the task at hand. Followers need to have a strong sense of purpose if they are
    to be motivated to act. Purpose and meaning provide the energy that drives a group
    forward.

    The visionary aspect of leadership are supported by communication skills that makes it
    precises and powerful. The followers are willing to invest more effort in their tasks, they
    are encouraged and optimistic about the future and believe in their abilities.

    4. Role and identification model – the highest level of transformatial leadership. The
    leader provides communal design of vision and purpose, values and norms that gives
    meaning to the work. The leader plants pride and feelings of mission within the
    stakeholders, enhancing their performance capabilities and providing personal example.
    The followers trust and emulate this leader, identifying with the goals. They internalize
    the attitudes and goals and act in this "spirit" even when the leader is not around.
    [edit] Research in the area
    When researching this construct, the Multifactor Leadership Questionnaire (MLQ) is
    used. This is a questionnaire that measures deferent factors of tranformatial and
    transactional leadership (Bass, 1985). The scales in the questionnaire are based on a
    initial factor analysis and latter versions.

    The preliminary research of transformatial leadership was limited, because the


    knowledge in this area was to primitive in order to find good examples for the items in
    the questionnaire.

    Another weakness in the first versions of the MLQ relates to the wording of items. Most
    items in the scale of charismatic and intellectual arousals described the result of
    leadership, instead of specific actions of the leader' that can be observed that, in turn,
    bring to the results.

    In response to the critics, Bass and his colleagues(1990) included in the revised version
    many more items that describe leadership actions that are observed directly.

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