Scholarly Theory Of Transformational Leadership

Transformational leadership consists of four components, being charisma or idealized influence, inspiration and vision, intellectual stimulation and individual consideration (Marshall, 2011). All of these components are of equal importance when employing transformational leadership, but the component that I find most personally applicable is charisma or idealized influence. As a student nurse, my surroundings are always changing, one moment I am on the labor and delivery unit with a group of peers and the next week I am with a totally different group of peers in a mental health facility. Being surrounded by an ever-changing group with ever changing goals and objectives I feel as though it is a challenge to emerge as a leader. It is my personal belief that in order to become a leader, some sort of personal connection must be forged, and this can be difficult with a revolving schedule. Conversely, it is also my opinion that despite how well one knows the people that they are surrounded by, if one knows themselves and their beliefs and values, their charisma will be evident. Being charismatic is about being a role model and inspiring others to follow based on the personal qualities that one exemplifies (Marshall, 2011). A charismatic leader knows who they are and where they are going and does everything with a

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

I have identified three strengths as a leader. They all relate to the transformational leadership theory. The first strength is self-management. They relates to the transformational leadership theory because I am a self motivator. I am able to motivate myself in me personal and work life. I am then able to take that motivation and bring it to the work place for my team to drive off of and succeed day to day. I am able to motivate new team members and inspire them and truly make them believe the difference they will make with the organization. The second strength is keeping my ego in check. This relates to the transformational leadership theory because as a leader, I am never one to believe I am the final say so, the dictator, or the primary

The three strengths that I lock in on while here in ALS would be that I’m ruminative, receptive and personable. Knowing that I can be personable will help play to my advantage and get people to be generally interested in what I I’m talking about. Hopefully I can fine-tune this strength to where I am a charismatic leader. Furthermore, I utilize being ruminative and receptive all the time. I attend to be thoughtful of how others might be effect by a situation and if I offend someone I’m usually receptive of the feedback. I try to keep a unbiased opinion until the situation has concluded.

Transformational Leadership begins with the advancement of a dream, a perspective without bounds that will energize and change over potential supporters. This vision might be produced by the pioneer, by the senior group or may rise up out of an expansive arrangement of dialogs. The critical component is the pioneer becomes tied up with it, snare,

While at Air Command and Staff College (ACSC), I was taught that transformational leaders possess four characteristics known as the “four I’s of transformational

Transformational leadership is defined “as a process where ‘leaders and their followers raise one another to higher levels of morality and motivation’” (Transformational leadership, n.d., para. 6). “Transformational leaders transform followers by creating changes in their goals, values, needs, beliefs, and aspirations” (Kreitner & Kinicki, 2013, p. 481). Our text gives us four types of transformational leadership behaviors: inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.

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.

During the 1970’s leadership expert James M. Burns came up with the idea of transformational leadership. He believed that both leaders and followers should motivate each other to achieve a higher level of success. The concept of transformational leadership was then expanded on by Bernard Bass when he developed the Transformational Leadership Theory, which is comprised of four components. Those components are: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation (Cherry, 2016). Personality traits that transformational leaders possess are being a good communicator, charismatic, inspirational, trustworthy and influential (Smith, 2016).

Since the early 1980s, there has been an explosion of interest on transformational leadership among scholars and managers. It is shown with evidence that the desire and effectiveness of transformational leadership style are universal (Den Hartog, et al., 1999, and Bass, et al. 2006). This leadership style, as its name implies, is a process which tends to change and transform individuals (Northouse, 2004). To help followers grow and develop into leaders, transformational leaders respond to individual followers’ needs and empower them (Bass, et al. 2006). It is also concerned with emotions, values, ethics, standards, and long-term goals

The theory of transformational leadership is compelling and exciting. In our text, Leadership: A Communication Perspective, we read that the idea of transformational leadership was developed into a theory in the 1970’s by James MacGregor Burns; Burns saw transformational leadership as a more “complex and potent” form of management than mere transactional leadership (Hackman & Johnson, 2013). Transactional leadership simply offers a traditional model of leading and following. Within this model, leaders offer to meet a follower’s basic needs, and provide reward in exchange for effort. Transactional leaders see a work day as a series of transactions between themselves and their followers, and a manager’s most important function is to “maintain the status quo” (Hackman & Johnson, 2013). On the other hand, transformational leaders offer their followers the opportunity to become leaders by inspiring, empowering, and nurturing them. In these pages, we will explore how transformational leadership theory could provide a dynamic roadmap for a century-old business as it evolves and transforms to meet new needs.

Transformational leadership is regarded as one of the most effective leadership styles in times of change and uncertainty. It is used to not only create a long term vision within an organization, but also inspire its employees (Tyssen et al, 2014). For example, if an organization’s main goal is to increase sales, instead of thinking of the process as a “strictly-business” type process, transformational leaders look to motivate and encourage his or her followers to think of new ways to increase these sales. Transformational leaders thrive in an environment where there is encouragement and motivation. These leaders tend to create an environment that is conducive to creativity and the sharing of ideas. They inspire through innovation (Bryant, 2003).

Idealized influence talks about the leader becoming a role model for the followers, someone to trust and respect, and as a result to idealize him and his ideas.

As the CEO of Zappos.com, an online retailer that specializes in the sale of shoes, Tony Hsieh has seen the company grow from a struggling start up to a billion dollar business. Because of his leadership, Zappos.com was listed as 86 on Fortune Magazine’s list of best companies to work for in 2015. Hsieh’s method of leadership was analyzed against the common theories of leadership and it was found that transformational leadership was the most closely aligned with Hsieh’s approach. Transformational leadership theory describes a transformational leader as someone who “helps bring about major, positive changes by moving group members beyond their self-interests and toward the good of the group, organization, or society. The essence of transformational leadership is developing and transforming people.” (Textbook chapter 3 Andrew J. DuBrin Leadership 7th Edition) Transformational leadership is produced from people who, with a specific set of values and beliefs are able to motivate others based off that belief system. This kind of leadership produces change through the transformation of the organization from the ground up by the leader inspiring transformation in those around him.

The transformational approach to leadership embodies a person with a particular skill set, focused on change, and capable of motivating staff members, in pursuit of organizational effectiveness. Newcomb (2005) asserts four components comprise the transformational leader’s drive for change: the components are continuous assessment, a future oriented plan, the ability to garner and create support, and the skill to execute the plan. In other words, an individual with a transformational