Characteristics Of A Transformational Leader

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

One of the present and most widespread approaches to leadership that has been the focus of much research since the early 1980s is the transformational approach (Northouse, 20150211, p. 161). As its name infers, transformational leadership is a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals. It includes assessing followers’ motives, satisfying their needs, and treating them as full human beings. Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them;

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.

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 8, 19-31.

Transformational leadership describes a leader moving followers beyond immediate self-interests through idealized influence (charisma), inspiration motivation, intellectual stimulation, or individualized consideration. Transformational leaders are change agents. They influence the mission and objectives to make way for a brighter future for the organization. Followers are motivated to do more than is originally expected because of their feelings of trust and respect for the leader.

For more than half of my career I have worked the off shift and have always felt that a greater presence of nursing leadership would be beneficial for the organization as well as the individual. I believe that the transformational leadership is the best model to bridge this gap since one of the key components of a transformational leader "is vision and the ability to communicate that vision to others so that it becomes a shared vision. This shared vision between the follower is translated as inspiring movement to achieve a common cause or a common goal for the organization" (McEwen & Wills, 2014, p. 363). When the night shift nurse is engaged in committees, education, and unit-based councils they feel “respected, valued and involved, have a higher morale, higher job satisfaction, and tend to stay in their jobs" (Claffey, 2006, p. 44).

Transformational leadership, also known as charismatic leadership, is based upon transforming the followers into independent and confident workers. These leaders not only want the best for their followers, but they also portray themselves in a positive selfless way. Transformational leadership is one of the most popular approaches to leadership (Northouse, 2013). Throughout this informative research paper, I am going to explain what transformational leadership is, the different theories behind it, the goals, factors, strengths, and weaknesses.

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 leaders would go through different stages of psychological testing how they behave and act. The testing has shown the improvement and change reactions of those who have been through testing. Despite the changes of some leaders, there were those whose leadership behaviors were not changed. The purpose was to see if their behaviors could and would help motivate their subordinates. Transformational leaderships have shown that they could motivate their followers to surpass their own self-interests to a much high level than the leaders. The behaviors of the transformational leadership will continue to have major changes on the performance of the followers. Transformational leaders have responsibilities and will continue to have positive impact to organizational culture, subordinate performance and

Transformational leaders motivate and inspire followers to achieve extraordinary goals (Avolio and Bass, 2014), are process-oriented, and focus on being a leader (van Linden and Fertman). FRLT posits that transformational leadership is comprised of five factors (Antonakis, Avolio, and Sivasubramaniam, 2013; Avolio & Bass, 2014): (a) Idealized influence (attributed) refers to the perception that the leader is charismatic, confident, ethical, idealistic, and trust worthy; (b) Idealized influence (behavior) refers to leadership behavior that results in followers identifying with and wanting to emulate the leader; (c) Inspirational motivation refers to leadership that communicates high expectations, inspires commitment to a shared vision, and motivates

Transformational leaders poses a variety of skills that “motivates followers to do more than expected, by (a) raising followers’ levels of consciousness about the importance and value of specified and idealized goals, (b) getting followers to transcend their own self-interest for the sake of the team or organization, and (c) moving followers to address higher level needs” (Northouse, 2013, p. 190). Besides having specific skills to motivate followers, transformational leaders possess dominant personalities, have a desire to influence others, are self-confident, have high moral values and exhibit charismatic behavior (Northouse, 2013).

Transformational leaders motivate followers by inspiring them through the articulation of a positive vision of the future, and expressing confidence in their ability to achieve that vision. Leaders exhibit role modelling behaviours, encouraging followers to identify with the values of the leader or organisation and invest extra effort in pursuit of group goals. It is theorised that transformational leaders motivate

The type of leader I believe I am now is Management my Exception: Active. I have a tendency to force my subordinates to follow rules and stick closely to AFI’s, OI’s, or regulations. I like when things are done properly and effectively and sometimes tend to believe there is only one way to do a task. Due to this mentality, I usually give very detailed instructions on what I want accomplished rather than letting my subordinates figure out some things on their own. During NCOA, I discovered what type of leader I want to be using the concepts listed below.

Yet, “pure” charismatic leadership can become an undemocratic form of leadership. Transforming leaders take account for public values that “embrace the supreme and enduring principles of the people” (34). These leaders mobilize people “for participation in the processes of change, encouraging a sense of collective identity and collective efficacy, which in turn brings stronger feelings of self-worth and self-efficacy, described by Bernard Bass as an enhanced “sense of ‘meaningfulness’ in their work and lives” (31). Therefore, by pursuing transformational change, it creates a positive change in the followers and potentially developing followers into leaders. They do this by empowering their followers. Burns states, “Instead of exercising power over people, transforming leaders champion and inspire followers” (32). However, tension can arise in the process of transformational leadership. As followers “rise above narrow interests and work together for transcending goals” leaders are then exceeded by their followers. This element is what makes transforming leadership participatory and democratic.

Authoritative figures in organizations large and small have inadvertently been faced with the decision to choose a leadership style. One method, which proves beneficial to most companies, is transformational leadership. This leadership style implicates a close, positive relationship between the leader and the follower. In these types of professional relationships, it is important to note that the leader sincerely cares for the subordinate’s best interest (Men, 2010.) It has been proven that the transformational leader prevails by consistently inspiring and motivating peers, fostering