Napoleon Bonaparte Leaders

Becoming a transformational leader can occur either because the leader has a model or mentor that is a transformational leader, because he/she is a born transformational leader, or through reflection. Senge (1990) wrote that “Learning through reflection is about finding the creative tension...between an understanding of current reality and a vision of desirable practice” (as cited in Johns, 2004, p. 24). In addition, Schuster (1994) noted that one who desires to become a transformational leader can cultivate certain qualities that are characteristic of such a leader: a stimulating vision for the organization, honesty, empathy, authenticity, the ability to defer self-interest to ensure that others are recognized, a holistic concern for the organization, the ability to share power with others, and the ability to develop others (as cited in Johns, 2004, p. 25). The transformational leader is also an effective communicator who persists during hard times and still has the courage to continue to move ahead even when fatigued and encountering difficulties (Schuster, 1994, as cited in Johns, 2004, p. 25).

Transformational leaders engage with other people and create a connection that raises the level of motivation and morality in both the leader and follower. A transformational leader can protect herself or himself from the temptation to rely on their own thoughts, ideas, and actions by being open minded and consider

A transformational leader is a delegator of tasks and inspires his or her team to share in his or her vision and the objectives. This is a true leader who motivates and care for his or her team. He or she wants to achieve results through his or her team and take time to understand the conditions of all the team members. He or she is visible by the team members and show more interest in the team than in the task ahead. He or she is a good communicator

Transformational leadership is described as a person who has the ability to make followers into leaders and promote change (Roussel & Swansburg, 2009). Transformational leadership encourages staff empowerment (Roussel & Swansburg, 2009). It is thought that if staff feels empowered then they will work harder by collaborating with each other instead

To achieve optimum results as a leader, a leader must produce a clear and vigorous plan for to stimulate higher performances from a group. As well as incorporating humility and professional will to lead a team or an individual. One of the forms of leadership that achieves this level of compassion for an individual’s progress and the advancement towards a goal can be characterized a transformational leadership. A transformational leader also, “creates valuable and positive change in the followers with the end goal of developing followers into leaders.” (Transformational

According to Pamela Spahr from St. Thomas University Transformational Leaders “possess a single-minded need to streamline or change things that no longer work. The transformational leader motivates workers and understands how to form them into integral units that work well with others.” (Spahr, 2015)

Transformational leaders express a clear vision, inspire others and work together with their team to identify common values and goals (Marquis and Huston 2009). They also recognise followers’ potential, assist them to develop their strengths and identify individual differences (Bass 2008).

Transformational leaders’ focus is on the relationship of the leader with subordinates through encouragement, understanding, enthusiasm, and spur, while considering the individual. The leader motivates, possesses

Being a transformational leader is a great humane leadership theory, which believes in inspiring people to do excellent work through example of a leader’s personality. A transformational leader’s main goal is to inspire followers to share their values, and connect with their vision. The four components to be a transformational leader are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

As mentioned by Northouse, P.G. (2001) transformational leadership is process in which the leader engages others, builds trust and creates a connection that increases the motivation and morality in both the leader and the follower.

Transformational leaders are the leaders who are able to show people their visions and why they are passionate about specific things. People follow them because their passions and visions. They are able to motivate their followers and make them feel empowered using their own beliefs. Leaders who never ask to be followed; people follow them because their mission is so wonderful. The followers become inspired by the messages the leader talks about.

They are courageously imperfect, embrace their true selves, and regularly exhibit integrity, vision, and compassion in a way that awakens and inspires others.” When the Transformational leader is courageous enough to evoke changes for their team, they are also providing intellectual stimulation. This stimulation will occur by speaking to each other, brainstorming ideas, debating topics, and discovering and encouraging new ideas. When the Transformational leader is courageous, others in their team will become inspired by their values and the ability to trust their way of thinking. In conclusion, a Transformational leader with a clear vision and courage can bring change to a team. They can inspire others with creativity and can direct a company to become innovative in their industry. Their job requires a great deal of passion when it comes to sharing your innovative ideas and vision with others. The Transformational leadership core is courage. When a leader leads with courage, their vision will be clear to their team members. All of their efforts will complete a successful product that will generate a profit for a news reporting magazine like Mucci

In 1978, James MacGregor Burns defined the perception of a "transformational leader." His work has been sustained and expanded upon by other scientists, including industrial psychologist Dr. Bernard Bass. A transformational leader exhibits specific traits and behaviors to inspire and motivate a team or organization to rally around a shared vision or goal. These behaviors and characteristics include charisma, intellectual stimulation, inspirational motivation and individual consideration for each unit or group member. For many reasons, transformational leadership is an essential factor at both the micro, or personal level, and macro, or administrative, societal level.

A transformational leader involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders or better leaders, and building the organization or group into a community of challenged and rewarded followers. Transformational leaders are

Transformational leadership represents a leadership style that is exemplified by charisma and shared vision between leaders and followers (Burns, 2010). Transformational leadership has a power to stimulate and inspire which retains the followers and gain strong relationship capital.