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Limitations Of Transformational Leadership

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Transformational leadership has been defined as a style of leadership where leaders can inspire and motivate those who follow. James MacGregor Burns introduced transformational leadership in 1978. According to Burns (Burns, 1978), the process of transformational leadership is one in which “leaders and followers help each other to advance to a higher level of morale and motivation. The purpose of my paper is to revisit my Comparison Matrix and compare the information from three empirical studies. This paper will make a comparisons of the research questions, sampled populations, and the limitations of study of three articles. I will study conclusions and recommendations for further research. “Transformational Leadership in the Public Sector: …show more content…

Some limitations were that the respondents included had an average age of 50. They were mostly Caucasian. Many respondents came from jurisdictions which had only 3 responses, this might not be representative other direct report opinions. To keep the survey short identifying transformational leadership was done with the number of questions reduced. Transformational leaders could possibly be falsely identified. Transformational leadership could possibly cause less hierarchal organizations as opposed to being the result. Proving which came first is yet to be identified. The results might be an indication of the 205 local governments studied, not other public …show more content…

It also shows that transformational leadership is not necessarily limited by organizational rules. Performance measures do not limit transformational leadership.
Emery & Barker (2007) shows through research an increase in job satisfaction and organizational commitment of customer personnel through transformational leadership. Results in Article 2 is indicative that more research could be done in transformational leadership and contingency rewards. We see that employees prefer charismatic transformational leadership. The results of this research indicates that further research is need to be for a bridging of the gap between personnel selection and leadership theory (Kuhnert & Russell, 1990)
Balyer (2012) results prove that transformational leadership for principals can be positive and can move a school forward. Recommendations are made for principals to be trained in transformational leadership methods, co-principalships, university trainings, degrees in educational administration, and that principals are chosen and appointed based on qualities and

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(AANAC, 2014). Transformational leadership also involves building relationships and communicating and giving encouragement and praise. Laissez-faire

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Bass & Riggio (2005, pp. 4-8) explains that transformational leaders inspire their followers to exceed their own expectations and perceived capabilities and is comprised of the four components of idealized influence, inspirational motivation, intellectual stimulation and individualised consideration. DuBrin (2016, p.163) suggest that leaders in a time of crisis need to

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Interview conducted on October 3rd, 2017 at 3 PM, with Manager John Doe. Mr. Doe is the manager of a local government in Maryland, employing roughly 250 individuals. Interview conducted for the purpose of analyzing how Mr. Doe handles the political/cultural environment found in public administration, how Mr. Doe has handled government reinvention, and finally an overall analysis of Mr. Doe’s management style/skill. The interview centered on Mr. Doe as a city Manager of a local municipality, how he performs/manages and finally how he sees/rates himself as a leader. Method Interview was conducted at Mr. Doe’s office without recording.

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Two of the theories of leadership are transactional and transformational. Transactional leadership is setting clear expectations of an individual and using rewards or punishment to achieve results, while transformational leadership is identifying the need for change and trying to achieve the change. Two Canadian public administrative leaders who show these leadership skills were Tommy Douglas and Sir George Arthur French. Tommy Douglas was able to show transformational leadership through creating healthcare, Canada-wide pension plan and bargaining rights for civil servants; while Sir George Arthur French was able to show transactional leadership by leading his men across western |Canada, and he showed transformation leadership by challenging the Canadian government. Tommy Douglas would have been seen as a great leader in the Behavioural Era due to his ability to identify the need for change and the betterment of society; however, he would have not been seen as a great leader in the Personality Era due to him alienating the Saskatchewan doctors in his healthcare implementation.

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According to Burns, “transactional leaders approach followers with an eye to exchanging one thing for another…these transactions comprise the bulk of the relationships among leaders and followers” (p. 3) Transformational leadership, on the other hand, involves influence, of and by, both the leader and the follower. It is a process of mutual influence. Leaders not only lead, but also develop other leaders. Expanding on Burns’ distinctions, Bass (1995) asserts that “Transforming leaders convert followers to disciples…and provide followers with a cause around which they can rally” (p. 467).

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There is a clear difference between transaction, transformative and transformational leadership. Transformational leadership has the potential to satisfy the academics and the social justice to meet the complexity of diverse society and our education system by challenging inappropriate use of power in search to create equality and justice society rather than inequality and injustice, whereas transaction leadership foundations are based on a mutual agreement of exchange between leadership and other organisational members and transformational leadership focuses on improving process, organisational functions to improve effectiveness and outcomes (Gunter 2009 and Shields

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J., & Yammarino, F. J. (2013). Transformational and charismatic leadership: The road ahead. Bingley: Emerald Group Publishing. Bero, L. A., Grundy, Q., & Malone, R. E. (2018).

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“The study of history has been a study of leaders – what they did and why they did it” (Bass, 2008: 4). New contemporary styles of leadership have emerged that arguably are more successful in the long term (Dawson & Andriopoulos, 2014). This report critically evaluates different styles of leadership to determine if a transformational style will have a more decisive effect on employee motivation and organisational culture culminating in long term prosperity of the business. Fresh perspectives to leadership are required if organisations are to be successful in times of change while at the same time increasing employee morale (Conger, 1999). Studies done by Burns (1978) differentiates between transactional leaders and transformational leaders.

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TRANSFORMATIONAL LEADERSHIP Transformational Leadership is defined as leadership style focused on effecting revolutionary change in organizations through a commitment to the organization’s vision. (Sullivan & Decker, 2001) Transformational leaders are usually given higher position and are known for their charismatic sense and ability to develop high visions and regards in the work they do. They often give their best performances due to the low morale or self esteem Example: Steve Job, Bill Gates and Ratan Tata. As the existentialist rightly said, we always have a choice, in doing what we already have done or doing that which we have never done.

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However, public sector efforts at reform by means of executive leadership involve certain challenges, as well as variables, that may be absent within the context of other kinds of institutional settings. For example, a major impetus and motivating factor towards reform in the private sector is often the ambition of achieving a greater degree of profitability. While financial considerations are certainly present within the context of the public sector given the budgetary constraints that are involved, the economic dimensions of public sector reform initiatives also assume a different character in multiple ways (Wilson,

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Our text states, “transformational leader is one who influences, inspires, mobilizes, and transforms followers to achieve

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Not only that , transformational leadership were treated as a personal trait that can be learned rather than a behaviour (Northouse, P. G.,

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Transformational Leadership As described by McShane and Von Glinow (2015)

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They are enthusiastic individuals are usually seen as active, expressive and energetic. They are often optimistic and open to change with a quick and alert mind set. Transformational leaders in today’s society are better for the organization because in maintaining a business for the long term, leaders need to focus on the overall growth of originality and

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