Transformational Leadership : John Burns

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 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).

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.

Transformational Leadership can be defined as a style of leadership in which the leader identifies the needed change, creates a vision to guide the change through influence and inspiration, and

Transformational leadership is a style of organization where a pioneer works with subordinates to recognize required change, making a fantasy to coordinate the change through inspiration, and executing the alteration couple with presented people from a get-together. According to me transformational leadership and charismatic relate to the four followership types. The four followership types clearly discuses about trust, stability, compassion and hope which are clearly emphasized in the “Focus on the Followers” section of the leadership text

Oprah the most popular women in several different nations is a great entertainer and leader. She has an impressive story of starting from the bottom. She runs a magazine, a television show, opened an Academy for Girls in Africa, produces Broadway shows, and knows how to make money look easy. Oprah Winfrey is known to and beloved by many Americans. Her story is impressive: she was the first female African-American news anchor in Nashville, followed up by a turn as a morning talk-show host before creating the infamous and iconic Oprah Winfrey Show (Oprah Winfrey).

Charismatic leaders also are sometimes looked at as transformational leaders also only because they share multiple similarities. Their main difference is focus and audience. Charismatic leaders frequently try to make the position quo better, while transformational

Transformational leadership is used by a leader to “appeal to the moral values of followers in an attempt to raise their consciousness about ethical issues and to mobilize their energy and resources to reform institutions” (Yukl “Charismatic” 261). Pseudotransformational leadership refers to transformational leadership, but when the leader is “self-consumed, exploitive, power-oriented, [and] possess[es] warped values” (Hinz). When a leader appeals to followers’ self-interest and offers an exchange of benefits, the leader is utilizing transactional leadership (Yukl “Charismatic” 261).

In 1978 Burns (Bass, 2008) defined a transformational leader as a person who raises a followers level of concern to the well being of others, the organization and society. Transformational leaders inspire and motivate

Transformational leadership theory is defined as specific behaviors that are utilized by leaders in their interaction with followers that have a lasting effect (Yukl, 1999).  According to Harms and Credé (2010), these behaviors reflect a mentor who motivates the followers to learn, succeed, and develop as individuals. Additionally, they state that the leader cultivates a trusting environment, challenges their followers, displays consideration, charisma and the ability to spark intellectual stimulation (Harms & Credé, 2010; Yukl, 1999).

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.

In 1978, James MacGregor Burns, a renowned political theorist, penned an innovative grand theory of leadership that informed political strategy and governance for late 20th-century leaders. His seminal work, Leadership, enumerates the core principles of social psychology and political science that influence effective leadership. Psychoanalysis, motivation, and personal drives shape his theoretical framework. Why does conflict-theory impact politics? How do leaders convey a vision and mobilize support for it? Why do formative childhood experiences affect one’s political ideology and leadership style? While Burns’ normative values of leadership subtly guide this text, he primarily focuses his core analysis on the empirical effectiveness of

Transformational leadership theory is the process whereby the leaders attends to the needs and motives of their followers so that the interaction advance each to higher levels of morality and motivation (Yoder-Wise, P., 2014, pg. 10). In its most optimal form, it produces positive and valuable change within the followers with the purpose of developing the followers into leaders. When a leader embodies transformational leadership, they enhance the morale, motivation and performance of followers with various techniques. These techniques include helping the followers to connect their sense of self and identity to the mission and the collective identity of the organization; inspire followers by being their role model; challenge followers to go

An author that is consistently referred to by Yukl, 2013 is James M. Burns, 1978 on transformational leadership. According to Burns, transforming leadership is a process in which "leaders & followers help each other to advance to a higher level of morale and motivation" (Burns, 1978). Burns (1978) informs the readers that the purported difference between leadership and management is in the character and behavior. Burns’s (1978) perspective on leadership has been used by others to develop leadership theories and influence on followers for positive performance (Yukl, 2013). Burns (1978) is said to have developed the idea that transformational leaders change the behavior and motivations of followers. In other words, influence on followers can be determined by the leadership method, behavior, and style. Transformational leaders strive to motivate and change followers’ mentality to redirect energy into action to complete the goals and mission of the organization (Burns, 1978). The argument is that the character and traits of the leader transforms and motivates subordinates to perform better and better (Yukl, 2013).

Transformational leadership is a leadership style that promotes change as well as improves performance in the organization as a whole as well as on the individual employee level (Phaneuf, Boudrias, Rousseau, & Brunelle, 2016). James MacGregor Burns first introduced transformational leadership in his book titled Leadership that he authored in 1978. Burns defined transformational leadership as leadership that stems from one’s core unchanging values and beliefs. Burns believed that transformational leaders not only bring together their followers, but also positively influence their follower’s values and beliefs in a way that brings about positive change (Humphreys & Einstein, 2003).