Non Effective Followers And The Groups Of Followers, Sheep, And Survivors

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

Transformational theory is relevant to this study since it informs the independent variable. It asserts that transformational leadership creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole therefore contributing to overall organization performance.

Transformational Leadership empowers or enables its followers. The leader engages with the follower in a way that both the leader and follower transcend to a higher level of motivation and morality (Nicholls, 1994).

Northouse (2013, p.186) defined transformational leadership as “a process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.” It is a process which often incorporates charismatic and visionary leadership.

James MacGregor Burns (1978) defines transformational leadership as “the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower”. The leader attends to the wants, needs, and/or motives of the followers; while at the same time the leader strives to get the followers to reach their full potential. This leadership style/approach differs from transactional leadership: where the focus is placed on the exchanges that occur between the leaders and followers (Northouse, 2016). This stage is still experimental because Anthony Hassan is still looking for competent clinicians to fill the role.

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.

Authentic transformational leadership can be defined as “a leader who demonstrates ethical behavior and personal character while performing the four leadership behaviors including idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. (Bass & Steidlmeier, 1999). Pseudo-transformational leadership is the direct opposite of authentic transformational leadership. These leaders share charisma and gaining followers with authentic leaders. “But while authentic transformational leaders drive long-standing corporate turn-arounds, pseudo-transformational leaders tend to make short-term gains that ultimately result in long-term costs.” (Kraft). Transformational leadership is about creating relationships and maintaining communication which is centered around a common vision, goals, and values. While there are several criticisms of the theory of transformational leaders which include that they use impression management and thus can be accountable to accusations of amorality,

The domain of leadership theory and research has had many conceptualizations proposed over the last few years (Avolio & Bass, 2003). These conceptualizations seem to have generated recent interest in the distinction among transformational, transactional, and laissez-faire leadership research (Bass, 1990). Yukl (1998) noted that transformational leaders get followers to do as they desire by transforming them or changing the followers themselves. According to Barlow, Jordan, and Hendrix (2003), a transformational leader generates an image that awakens trust from subordinates and develops relationships that enable subordinates to move toward goal attainment using their knowledge, skills, and material resources to accomplish that end. Unlike transformational leaders, transactional leaders pursue a cost benefit exchange approach that does not change subordinates and uses portion or organizational resources to meet subordinates needs in return for contracted needs rendered by the subordinates (Bass, 1990). Although these forms might appear diametrically opposed, most theorists agree with Bass that they are not mutually exclusive. While transformational, transactional, and passive/avoidant leadership are conceptually distinct, the same individuals on a continuum might display these leadership behaviors by different amounts and different intensities (Bass & Avolio,

Transformational leadership is a process that motivates individuals by appealing to their moral value, instead of their own personal interests (Doody & Doody, 2012). This theory is credited to Burns, but continues to evolve and expand by others throughout the years. There are four main components when describing transformational leadership:

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).

The transformational leadership theories first arose late in the past millennium when existential factors caused different organizations to re-invent and establish themselves. Many of such attempts deemed to result in widespread failure, however; those who actually succeeded in transforming these structures received great attention for their efforts. Transformational leaders are individuals who possess an innate ability to create changes in the audience’s thinking, thereby, creating a shift in their behavior as well. It is a process in which the leader attends to the needs of their followers so that the interaction raises each to high levels

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.

2011) because transformational leaders focus on the common good and long-term interests of the organization (e.g. Schuh et al. 2013). However, recently there has been an interest in investigating the negative effects of transformational leadership, known as pseudo –transformational leadership. Pseudo transformational leadership refers to leaders who violate the basic ethical requirement for transformational leadership. Therefore, in comparison to subordinates of authentic transformational leaders, the subordinate of pseudo – transformational exhibit negative attitudes and behaviors such as overdependence on, unconditional loyalty to, and fear of their supervisors, which may discourage them from proactively working toward the company’s long-term interests (e.g. Schuh et al.

Pseudotransformational leadership refers to leaders who display transformational characteristics in a negative form, as stated by Northouse (2016). Bass (1998) described leaders as being power hungry and self-consumed and only make changes that benefit themselves. This type of leader also has poor moral values that they exhibited publicly. The leader is seen as more of a dictator and punishes anyone that gets in their way. This type of leader is self-serving and do not allow followers to think for themselves (Northouse 2016).

While the transactional leadership can be seen as simple contract trade based on the interest of greed, which sometimes get confused with what we call the manager’s task. The transformational leadership seeks to satisfy high need of its subordinates, commit to aspiring human dimension to a process of stimulation and mutual development in which the selfish interests are transcended in favor of the common good.