Transformational Leadership Research Papers

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

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

Becoming a transformational leader can occur either because the leader has a model or mentor that is a transformational leader, because he/she is a born transformational leader, or through reflection. Senge (1990) wrote that “Learning through reflection is about finding the creative tension...between an understanding of current reality and a vision of desirable practice” (as cited in Johns, 2004, p. 24). In addition, Schuster (1994) noted that one who desires to become a transformational leader can cultivate certain qualities that are characteristic of such a leader: a stimulating vision for the organization, honesty, empathy, authenticity, the ability to defer self-interest to ensure that others are recognized, a holistic concern for the organization, the ability to share power with others, and the ability to develop others (as cited in Johns, 2004, p. 25). The transformational leader is also an effective communicator who persists during hard times and still has the courage to continue to move ahead even when fatigued and encountering difficulties (Schuster, 1994, as cited in Johns, 2004, p. 25).

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).

In addition, Burns et al., (as cited by Lavoie-Tremblay, et al., 2015) defined a transformational leader as “a leader who can extend and elevate the interests of staff, who can facilitate the commitment of staff to the mission and values of the organization, and who can lead staff to rise above their personal interests” (p. 582). Further, Broome (2013) identified transformational leaders as “proactive and hold core beliefs about the potential for development of both individuals they work with and their organization” (p. 327). Samad et al.(2015), connecting transformational leadership to servant leadership and authentic leadership reported, “transformational leadership is also congruent with regards to fostering higher levels of motivation among the followers’ and leaders’ ability to visualize the unforeseen” (pp.

The transformational leader needs to direct people towards where they want to go and where they need to be in order to achieve the vision (Luzinski, 2011, p. 501). According to Luzinski (2011), success occurs when followers and leaders learn from each other, coming to a common understanding and establishing shared values, not because followers dutifully agree to listen (p. 502). Successful transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

Throughout history there are examples of transformational leaders; charismatic people who others are naturally attracted to. Moreover, there are those who seem to have the innate ability to lead effortlessly for whom transformational leadership comes easily. For example, Florence Nightingale was a transformational leader whose influence continues to shape the evolution of nursing yet today. Nightingale’s leadership was mindful, with a clarity of purpose that has set the tone for nursing leaders throughout history (Hegge, 2011).

Transformational leadership inspires people to achieve unexpected

A transformation leader is one who stimulates and inspires subordinates to achieve extraordinary outcomes (Robbins and Coulter, 2007). This

Transformational leaders express a clear vision, inspire others and work together with their team to identify common values and goals (Marquis and Huston 2009). They also recognise followers’ potential, assist them to develop their strengths and identify individual differences (Bass 2008).

Though such dilemmas exist, there are a few leaders who love their work and would want to continue and succeed in such organizations, where they believe in constructive change. They do not believe in angered confrontations as they know that it would lead to nowhere and also wouldn’t want to remain silent either. Instead, they believe it as a quiet challenge and work effectively to make significant changes patiently, if it requires patience. Meyerson called them “Tempered Radicals”, who try to make radical changes, but in a quiet way.

Transformational leaders lead by example and provide a sense of mission/vision that is meaningful and exciting. When staff are excited about a vision, they are more likely to collaborate, share the responsibility, and move forward to assure the vision is successful (Al-Sawai, 2013).

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).

Transformational leaders are the leaders who are able to show people their visions and why they are passionate about specific things. People follow them because their passions and visions. They are able to motivate their followers and make them feel empowered using their own beliefs. Leaders who never ask to be followed; people follow them because their mission is so wonderful. The followers become inspired by the messages the leader talks about.

Organizational transformation requires transformational leadership (Brown, 2011, Warrick, APA). The role of the leader is to understand their role as the director of transformation change (Brown, 2011) and then involve others within the organization to help facilitate the change. However, when Exton, called the meeting to discuss whether or not to take on the contracts his behaviors failed at those of a transformational leader, but instead that of a change novice. (Brown, p, 17). Consequently, the team had no vision for the change and was left to provide perspectives based on their individual view of how the change would impact their role or oversight responsibilities. Additionally, the lack of a vision and a leader’s heart felt conviction