Transformational Leadership : An Influential Model Of Leadership Style

Transactional leadership styles are more concerned with maintaining the normal flow of operations. Such leadership can be described as a more organisational approach. These managers are solely concerned with keeping the stability of the business and micro managing the day to day operations of the entity. This is done through the use of disciplinary power and an array of incentives to motivate employees to perform at their very best.

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

This is the type of leadership in which rewards are measured by performance. This leadership style believes fingers are not equal and deals with individuals team members according to their performance. Good performances are rewarded while poor performances are punished. Transactional leadership does not consider his or her surbodinates as members of his or her team but as workers who must be managed to get works done. His or her tool is "carrot and cane". If works is going on fine, he or she can use award to motivate good work or fines to punish bad work.

Transformational and transactional leadership are two leadership styles have been identified that offer profound influence on employee’ perceptions and behaviors toward management and determine followership (Mosely & Patrick, 2011). These styles are polar opposites and span cultural and organizational boundaries. At some point in their career a leader

Discovered by Dr. James McGregor Burns, Transformational Leadership relates to engagement and connectivity. Dr. Bernard Bass expounded Burn’s work with transactional leadership in his publication Work Leadership. Burns and Bass suggest that leaders should raise consciousness to their followers by sharing the importance of the values and goals of an organization, in turn, motivating followers to address higher management level needs. In 1985, Bass released Leadership and Performance beyond expectation breaking down transformational leadership into four parts.

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.

Throughout the world today, there is a large problem with the abuse and “War on Drugs” when it comes to narcotics in the community. Operative Leaders throughout the world have been diligently working to help resolve this problem, while still caring for patients in a professional and pain free manner. With following a transformational leadership theory, effective leaders involved in this debate can develop a healthy and inspirational apparition of the future. They will motivate others to achieve this vision, they will manage its delivery, and they will build strong and successful solutions to provide a pain-controlled environment, with little or no abuse of pain medication.

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.

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):

Transformational leadership is currently the dominant leadership theory (Barling, 2010, p. 1). Transformational leaders facilitate transformation within an organization. They are driven by a strong set of values and a sense of mission. They are described as expressive, empathetic, extremely charismatic, deeply inspirational, and immensely visionary. In fact, their enthusiasm permeates an organizations culture and inspires and motivates followers to perform at optimal levels.

This essay details the different behaviors characterized by the contemporary transactional and transformational leadership models. The specific behaviors of each model are reviewed and their corresponding relation to motivation of individuals and teams are assessed. Both leadership techniques are distinct however neither is mutually exclusive and a balance of both models is generally needed for the success of a business.

The leader seeks to establish cooperation, give meaning to the work of subordinates, and to involve them in the change process. Transformational leadership is based on personal values, beliefs, and as a leader, not on the interchange between the subordinates (Alimo-Metcalfe & Alban-Metcalfe, 2001).

that transformational leadership behaviors predict effectiveness controlling for transactional leadership, but the reverse is not true" (Judge & Bono, 2000, p. 752). Transformational leadership should be something that is expected within the corporate industry, but mandatory in managing leadership.

As leadership is ability to influence, motivate, and enable others to contribute towards the effectiveness and success of the organizations of which they are members. Leaders use influence to motivate followers and arrange the work environment so they do the job more effectively. To start with transformational leader, transformational leadership is a leadership perspective that explains how leaders change teams or organizations by creating, communicating, modelling a shared vision for the team or organization, and inspiring employees to strive for that vision. This is a process where leaders and their followers raise one another to higher levels of morality and motivation. Transformational leadership is a model of integrity and fairness. It encourages others and gets people to look beyond their self-interest. The most significant of transformational leaders is to inspire great loyalty and trust in their followers. They have high expectations and inspire their people to reach their goals, particularly change the organization to fit environment. There are four key elements of transformational leadership, including build commitment to the vision, model the vision, develop a strategic vision, and communicate the vision. At first, build commitment to the vision by communicating and modelling the vision and through employee involvement in shaping the shared vision. Secondly, modeling the vision is to symbolize and demonstrate the vision through behaviour and made employees trust

Transformational leadership is a leadership style that emphasizes change and inspiration by motivating employees through visions and values. It fosters openness to new approaches and personal growth due to intellectual stimulation, individual coaching and support. Transformational leadership comprises four dimensions namely idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. Idealized influence reflects the degree to which the degree of the leader is perceived as a charismatic role model from employees. Inspirational motivation can