An Analysis of Transformational Leadership

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An Analysis of Transformational Leadership

BSP045 Work Psychology
B010898 Cheng Chen

Since the early 1980s, there has been an explosion of interest on transformational leadership among scholars and managers. It is shown with evidence that the desire and effectiveness of transformational leadership style are universal (Den Hartog, et al., 1999, and Bass, et al. 2006). This leadership style, as its name implies, is a process which tends to change and transform individuals (Northouse, 2004). To help followers grow and develop into leaders, transformational leaders respond to individual followers’ needs and empower them (Bass, et al. 2006). It is also concerned with emotions, values, ethics, standards, and long-term goals
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Management by exception: Corrective transactional dimensions. Active management by exception is the behaviour that a leader monitors followers closely for mistakes and intervenes with corrective direction. Passive form involves correction only after requirements have not been met or problems emerge.
On the active-passive leadership continuum, the full range places transformational, transactional, and laissez-faire leadership, of which the last one represents the absence of leadership. Originally from French, “laissez-faire” is a phrase which implies a “hands-off, let-things-ride” approach. In this way, leaders take no responsibility, provide no feedback, and ignore followers’ needs (Northouse, 2004).
Considering a global context and culture variation, Bass (1997) argued that transactional and transformational leadership can transcend all parts of the globe and all forms of organizations.
Advantages of Transformational Leadership
After a long time development and refinement, the Transformational Leadership model and instrument have been widely used, because it has several strengths as follows:
First, plenty of both qualitative and quantitative studies for transformational leadership have been conducted
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