Leadership Styles : Transformational Leadership

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Transformational Leadership
To improve motivation of employees it is necessary for the Simbian’s top-management to change their leadership style. Balazs (2002) claimed that for industries, which based on individual’s creativity and team work, such as professional architectural firms, transformational leadership style is crucial for organizations well-being.
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).
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):
1. Charisma: provides vision and sense of mission, instills pride, gains respect and trust;
2. Inspiration: communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways;
3. Intellectual Stimulation: promotes intelligence, rationality, and careful problem solving;
4. Individualized Consideration: gives personal attention, treats each employee
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