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Theories Of Transformational Leadership

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Recommended: Review of empirical literature of leadership styles

Transformation forms a very important part of an effective leadership style. Previous studies have given affirmative evidence about transformational leadership behaviors. Transformational leadership is essential and valuable in times of crisis and shifts and when organizations are in search of new organizations. Transformational leadership is an important approach when transformations in organizations and societies are taking place. Moreover, it plays an important role while facing challenges and accomplishing leadership tasks. The origins of transformational leadership took place through the works of Weber (1947: charismatic leader) , Burns (1979: transforming vs. transactional leadership) and Bass (1985, 1998 ; Bass and Riggio 2006 : Transformational …show more content…

According to him, leaders and followers are characterized by differences in motivation, power and skills. Leaders and followers engage and work towards a common goal. He introduced two separate forms of interactions between leaders and followers. In transactional leadership, leaders and followers bargain on the exchange of valuable things which creates value for them. There is no deep connection between leaders and followers , they do not have any shared and common believes and they do not work together towards a common organizational purpose. This kind of leadership has limited potential for success. Transforming leadership occurs when one or more people engage with others in such a way that leaders and followers connect with each other and help each other to get better in terms of motivation and morality. According to Burns, this transformation and change of leaders and followers is due to transforming leadership. This leadership can give favorable long term performance. According to Burns the two leadership styles- transforming and transactional are completely opposite to each other and which exist exclusively. Building on the work of Burns, Bass described further on his theory on leadership styles including transformational and transactional leadership style and extending it further to the full range leadership model. He initiated a study of transformational …show more content…

According to Bass, leaders should display both leadership styles depending of the need of the situation. In the explanation of full range leadership model, Bass and Riggio elaborated further on this concept of various leadership styles. The described the different leadership styles which includes: contingent reward, management by exception and laissez faire leadership in the full range leadership model. An efficient leader displays all leadership styles in a balance way. Transformational leadership is the positive behavior in order to achieve performance beyond expectations from the followers. Bass and Riggio noted that they see transformational leadership as the most positive of all leadership

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The followers of transformational leaders exhibit greater trust, admiration, loyalty and respect toward the leader and are willing to work harder for them. I want to be the transformational leader that makes others realize the greatness within them. In order to achieve this goal I need to start seeking feedback from mentors that I feel were transformative. Their insight will help guide me down the right path. I need to stop holding onto the reins of power and be willing to delegate more.

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Bass & Avolio, 1990; Hater &Bass, 1988) also hypothesized four behavior dimensions that underlie transactional leadership. According to Bass (1985), the relationship among the transactional dimensions beyond the fact that they are, to a varying degree, oriented toward leader follower exchanges, is that they represent relatively low forms of leader activity and involvement (at least when compared with the transformational dimension). The four transactional dimensions from highest to lowest activity level include: Contingency reward: The extent to which leaders set goals, make rewards on performance, obtains necessary resources, and provides rewards when performance goals are met. This type of Transactional leadership style is known for its coercive systems which indicates that power is directed from above. This type of leadership provides the employee with clarity about what is expected and accepted from them, and what the employees get in return.

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The leader’s ability to inspire, motivate, and foster commitment to a shared purpose is crucial (Bass, Waldman et al., 1987). Transformational leaders seek new ways of working, seek opportunities in the face of risk, prefer effective answers to efficient answers, and are less likely to support the status quo. Transformational leaders do not merely react to environmental circumstances; they attempt to shape and create them (Avolio and Bass, 1988). Transformational leaders may use transactional strategies when appropriate, but they also tend to utilize symbolism and imagery to solicit increased effort. The leader accomplishes this by raising the level of intellectual awareness about the importance of valued outcomes, by raising or expanding individual needs, and by inducing a belief in transcending self-interest for the sake of the team or organization (Bass,

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Transactional and Transformational Leadership Both concepts of the theory are built upon the reciprocity relationship between leader and follower. In contrast to the transactional leader who practices depending reinforcement of followers, the transformational leader inspires, intellectually stimulates, and individually considerate their team (Bass, 1999). At the core of transformational approach it is emphasize the both on leader ability to motivate and empower follower as well as in the moral dimension of leadership – it is about winning the mind and the heart (Bolden et al., 2011, p.31). The commitment building of this type of leadership is not only from the precise goal setting and evaluation but also through caring and inspiring the team.

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Leadership can be defined as an interaction process between leaders and their employees, whereby leaders attempt to inspire employees to fulfill shared goals (Northouse, 2010; Yukl, 2005). Leadership style is the manner and method of motivating people, providing direction and achieving goals (Amirul & Daud, 2012). Style can either encourage or discourage employees’, which can in turn lead to increasing or decreasing performance levels (Belonio, 2012). However, leadership has been of interest to many researchers, who have planned numerous leadership theories and models. According to Doyle and Smith (1999), leadership theories can be divided into four categories: trait, behavioral, contingency, and the transformational and transactional theories.

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The success of any organization in the current competitive world is directly linked to how well and consistently the organization performs, and the style of leadership plays a significant role in this performance (Ojokuku, Odetayo & Sajuyigbe, 2012). With this perspective, leadership can be defined as the capability of an individual to persuade and inspire others so that they contribute towards effectiveness and success of the organization (Yukl & Becker, 2006). Various leadership styles and their influence on organizational success have been advanced and studied (Nanjundeswaraswamy & Swamy, 2014). One such style is the transformational leadership style, which according to Givens (2008), acts as a driving force for organizational performance and innovation. Besides, he adds, transformational leadership enhances employee job satisfaction as the transformational leader interacts with subordinates to motivate them to achieve maximum output in their work responsibilities (Jalal, Khawaja, Kamariah, Fosa, Muhd & Ahmad, 2012).

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