Critique of Transformational Leadership

One of the main advantages of the semi-structured interview is that it allows the subjects’ open responses, instead of affirmative or negative brief answers.

These types of leaders, according to Avolio (1991) possess the characteristics of individual consideration, intellectual stimulation, inspirational motivation, and idealized influence. This paper will examine the outcomes that are a direct result of transformational leaders who exhibit these types of traits such as job satisfaction and organizational commitment, job stress, safety, supervisor satisfaction, team, performance, and general.

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 can be defined as a style of leadership in which the leader identifies the needed change, creates a vision to guide the change through influence and inspiration, and

Caldwell, C., Dixon, R., Floyd, L., Chaudoin, J., Post, J., & Cheokas, G. (2012). Transformative Leadership: Achieving Unparalleled Excellence. Journal Of Business Ethics, 109(2), 175-187. Retrieved from:

Yammarino, F.J., Spangler, W.D., & Bass, B.M. (1993). Transformational leadership and performance: A longitudinal investigation. Leadership Quarterly, 4, 81–102.

The effectiveness of transformational leadership has been proven in a number of settings and in many countries around the world (Judge & Piccolo, 2004).

Transformational leadership theory is defined as specific behaviors that are utilized by leaders in their interaction with followers that have a lasting effect (Yukl, 1999).  According to Harms and Credé (2010), these behaviors reflect a mentor who motivates the followers to learn, succeed, and develop as individuals. Additionally, they state that the leader cultivates a trusting environment, challenges their followers, displays consideration, charisma and the ability to spark intellectual stimulation (Harms & Credé, 2010; Yukl, 1999).

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.

The greatest lesson life has taught me is ‘the only thing that stays the same, is change.’ Too often individuals respond to change based on fear, becoming exceedingly inflexible and futile, letting an incidence define them instead of seizing the moment. However, change creates opportunity, when versed with empowerment its outcome inaugurates balance, as well as fortifies established resources and positive relationships, encouraging interdisciplinary approaches when working towards a common vision. Justly, this must unquestionably be based on sound ethical principles, integrity, and respect, to correspond as

Transformational leadership theory provides a solid foundation to address complex matters related to leaders and organizational leadership. As a reliable theoretical approach (Bass & Riggio, 2010; Judge & Piccolo, 2004), the theory’s historical and current applications in the workplace provide decades of support based on successful development outcomes of leaders and followers (Antonakis, Avolio & Sivasubramaniam, 2003; Bass, 1999; Bass 1997; Hatula, 2006; Hernandez, Long, & Sitkin, 2014; Mao & Chang, 2012; Malik, Javed, & Hanssan, 2017). One of the originating authorities of transformational leadership co-created the Multiple Leadership Questionnaire to quantitatively assess TL behavioral dimensions from multiple perspectives of leaders and followers (Bass, & Avolio,

Bass, B. & P. Steidlmeier, (1999) 'Ethics, Character, and Authentic Transformational Leadership Behavior', The Leadership Quarterly, 10 (2) pp.181-217.

He defined transformational leadership “as superior leadership performance – occur when leaders broaden and elevate the interest of their employees, when they generate awareness and acceptance of the purpose and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of group” (Bass, 1990). Bass (1995) gave following characteristics to transformational leaders (Figure 1):

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

The proposed methodology is a primary qualitative approach of semi-structured interviews. This method has been chosen as the focus of this