The Motivational Factor Behind Transformational Leadership

The role of a leader is to set vision and direction for an organization, and transformational leader “is often depicted as having charisma, or personal magnetism” (Golensky, 2011, p. 73). The most important attributes of this type of leader are self-confidence, determination, vision, and motivation which inspire followers to embrace the proposed change. In addition to having a moral purpose and a compelling vision for the future, transformational leader also “sets a personal example for followers to emulate and demonstrates confidence in the proposed new direction through frequent communications and interactions with other group members” (Golensky, 2011, p. 73).

As Northouse (2015) explained, transformational leadership is a process that can change and transform the emotions, values, ethics, standard, and long term goals of the people. It also involves transforming followers to accomplish more than what is expected of them. The four factors that are closely associated with transformational leadership includes being an idealized influence or charisma leaders who act as strong role models, have a high standard of moral and ethical conduct, and deeply respected by his or her followers. A leader who can inspire and motivate their followers to be part of a shared vision of the organization. A leader who can also stimulate followers to become more creative and innovative, and provide the necessary coaches and advice to the followers (p.167).

With these two leadership theories we can have a better understanding why some leaders can have an outstanding influence in follower’s, nevertheless I believe both theories could be more useful for leaders if in the future some of their weaknesses, explained next, could be overpassed. In Transformational leadership the influence processes for Transformational is still unclear in terms of the explanation of how can the influence of leaders affect the mediating variable and how outcomes and the influence process change from one situation to another. Most theories of Transformational leadership focus on the leader’s direct influence over individuals, not leader influence on group or organizational processes and this particular interest reflects in the fact that important behaviours, mainly in the group and organizational levels (influence is unidirectional), are missing. In Charismatic Leadership most of the weaknesses overlap with Transformational leadership so I will only mention the ones associated with Charismatic

Transformational leaders would go through different stages of psychological testing how they behave and act. The testing has shown the improvement and change reactions of those who have been through testing. Despite the changes of some leaders, there were those whose leadership behaviors were not changed. The purpose was to see if their behaviors could and would help motivate their subordinates. Transformational leaderships have shown that they could motivate their followers to surpass their own self-interests to a much high level than the leaders. The behaviors of the transformational leadership will continue to have major changes on the performance of the followers. Transformational leaders have responsibilities and will continue to have positive impact to organizational culture, subordinate performance and

The intent of this qualitative research is to determine if the theory of transformational leadership came become a robust and established format from which to foster the authentic needs of followers throughout organizational systems and its culture, by using a team based approach utilizing the followers input and creativity to optimize their work ethic, qualitative and quantitative product productivity.

Leaders are effective if they can mobilize followers in the process of change, create a collective identity, and ultimately engage in a moral undertaking. They must embrace a moral dimension. Transformational leaders are effective because they are moral exemplars who works towards the benefit of the people and their followers. Transactional leadership, on the other hand, is based on “give and take” selfish needs. Further, the core idea for transforming leadership is the pursuit of happiness. A pursuit toward the ultimate destination of the journey (the goal). Even if a leader does not reach that goal, the journey and pursuit is still an important dynamic. A leader must have transforming values and empowering values. They must declare these

One of the present and most widespread approaches to leadership that has been the focus of much research since the early 1980s is the transformational approach (Northouse, 20150211, p. 161). As its name infers, transformational leadership is a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals. It includes assessing followers’ motives, satisfying their needs, and treating them as full human beings. Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them;

Transformational leaders encourage group work, as they connect each follower’s identity and self to the project and collective identity of the corporation. They are role models for other staff and this inspires them and makes them

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. 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.

Weichun, Z., Sosik, J. J., Riggio, R. E., & Baiyin, Y. (2012). Relationships between Transformational and Active Transactional Leadership and Followers' Organizational Identification: The Role of Psychological Empowerment. Journal Of Behavioral & Applied Management, 13(3), 186-212.

Hater, J.J. & Bass, B. M. (1988). Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership. Joumal of Applied Psychology, 73, 695—702.

The studies conducted by researchers such as Aryee et al. (2012), and (Xu and Thomas, 2011), indicate that the characteristics of transformational supportive and empowering leadership are closely related to engagement. Interpersonal leadership therefore, integrates transformational leadership and interpersonal and informational fairness (Hansen, Byrne, Kiersch ,2014).Transformational leaders play a very important role in motivating their employees by transforming their attitudes, beliefs and values into a common vision.

Transformational leadership are classified into four components which are pointed out by Bass (1990, p. 28), ‘charisma, idealized influence, inspirational motivation, intellectual stimulation and individualized consideration’. Apart from these basic roles, charisma leadership, a collection of personal characteristics, has its own role of literature since it has similarity with transformational leadership and they are contribution to each other (Bertocci, 2009, p. 43; Judge & Piccolo, 2004, p. 755). Leaders’ behaviour reflects them being role models for their followers. Followers respect, admire and trust their leaders who have charismatic effect on their followers to an extremely high grade are willing to take risks