An Analysis of Transformational Leadership

Those that follow a transformational leadership framework believe that leaders possess many of the aforementioned qualities, but the focus is on one’s ability to inspire and empower others (Ross, Fitzpatrick, Click, Krouse, & Clavelle, 2014). These leaders literally ‘transform’ their followers by inspiring enthusiasm and performance towards a

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

The three articles used for this comparison matrix looked at transformational leadership and how it affects those in relation to each study. The three articles were all written with a different purpose in mind, with all three correlating to the same hypothesis, “How does transformational leadership affect employees/individuals in different settings?” With similarities found in topic, it was also evident that there were several contrasting variables within each article. The three empirical articles that were utilized for this comparison were as follows: Transformational Leadership in

Transformational leadership. Burns (1978) is recognized as one of the earliest theorist on transformational leadership, who introduced transformational leadership over 30 years ago. Transformational leaders are perceived as leaders who uplift their employee morale, subsequently uplifting the entire organizational. Transformational leaders are known by their capacity to inspire followers to forgo self-interests in achieving superior results for the organization (Clawson, 2006). Avolio and Yammarino (2002) shared Bass’s explanation of transformational leadership as leaders who act as agents of change that stimulate, and transform followers’ attitudes, beliefs, and motivate from lower to higher level of arousal.

Transformational Leadership begins with the advancement of a dream, a perspective without bounds that will energize and change over potential supporters. This vision might be produced by the pioneer, by the senior group or may rise up out of an expansive arrangement of dialogs. The critical component is the pioneer becomes tied up with it, snare,

In 1978 Burns first introduced the theory of transformational leadership and differentiate it with transactional in his research of political leaders (Givens, 2008). In 1985 Bass developed his theory of transformational leadership based on Burns’s works with some additional changes (Bass, 1995).

James V. Downton first defined transformational leadership in 1973, but it was James MacGregor Burns’ work, five years later, which gained popularity. Burns defines transformational leadership as “when one or more persons engage with others in such as way that leaders and followers raise one another to higher levels of motivation and morality” (Burns, 1978). Burns proposed that in order to do this, one must identify common values,

Transformational leaders are all about making a change. These leaders are generally viewed as charismatic and inspirational. The characteristics associated with the charismatic factor of a transformational leader are dominance, influential, confidence in oneself, and moral values. Behaviors that stem from those characteristics are being a mentor, excellent communication, and a competent motivator. Combing the characteristics and behaviors behind a transformational leader will bring about employees who are trusting, involved, confident, and compliant (Northouse, 2012). Transformational leaders are best known for testing the abilities of the employees and challenging them to do better. Research has shown that followers of a

Transformational leadership are classified into four components which are pointed out by Bass (1990, p. 28), ‘charisma, idealized influence, inspirational motivation, intellectual stimulation and individualized consideration’. Apart from these basic roles, charisma leadership, a collection of personal characteristics, has its own role of literature since it has similarity with transformational leadership and they are contribution to each other (Bertocci, 2009, p. 43; Judge & Piccolo, 2004, p. 755). Leaders’ behaviour reflects them being role models for their followers. Followers respect, admire and trust their leaders who have charismatic effect on their followers to an extremely high grade are willing to take risks

that transformational leadership behaviors predict effectiveness controlling for transactional leadership, but the reverse is not true" (Judge & Bono, 2000, p. 752). Transformational leadership should be something that is expected within the corporate industry, but mandatory in managing leadership.

Transformational leadership is something I have experienced as both an employee and manager. So I relate to this style and I recognize the possibilities within. However, this style of leadership is not easy in today’s workplace. This is especially true when you try to be positive to employees who display negative attitudes all the time. So this can be challenging for some managers. In this paper, I will talk about transformational leadership as part of the future of management. I will try to elaborate more on why not every manager can be transformational. Yet, I do believe and support this style of management. I believe it can be learned, but I also believe it is not born within us. Transformational leadership is ideal for management today

There are many leadership traits that administrators, leaders, and managers possess in organizations that may or may not be effective (Kouzes & Posner, 2007). There are many attributes that leaders need to have in an organization, especially if they are to function in a rapidly changing world. Leaders need to be competent, are supposed to be inspiring, honest, and have a forward-thinking vision for an organization (Kouzes & Posner, 2007). In this essay, I will demonstrate how a transformational leader is the best philosophy for leaders, administrators and managers in organizations to fit in a diverse, global culture in a rapidly changing world. A transformational leader is a leader who people can look to and admire in organizations (Conger, 1999). The four most constant traits constituents look for in a good leader are honesty, a forward-looking manager (one that looks to the future of their organization), inspiration, and competence (Kouzes & Posner, 2007). All these traits are what makes a good transformational leader within a global culture that is changing quickly.

Transformational leadership theory is defined as a modern form of leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization (Jones & George, 2009, p. 430). According to Burns (1978), he concluded that transformational leadership occurs when leaders and followers raise one another to higher levels of motivation and morality (Burns, 1978).

The consensus argument in favor of transformational leadership is that it supports continuous improvement and shapes organizational culture (Barnett, K. et al., 2001). In changing environments with often unstable consequences, transformational leadership is often seen as a useful style of leadership to rally differing opinions and search for common points of unity. However, many proponents argue that good leaders use a combination of transactional and transformational leadership styles (Bryant, 2003; Hoyt & Blascovich, 2003). Still, others suggest a new blend of styles, called “transcendental leadership” (Sanders, Hopkins, & Geroy, 2003), which both integrates and extends the transactional and transformational theories of leadership. This model describes

Bass B.M., (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9–26. Retrieved from: http://www.techtied.net/wp-content/uploads/2007/10/bass_transforrmational_leadership.pdf