Transformational Leadership Role Ambiguity

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 theory is relevant to this study since it informs the independent variable. It asserts that transformational leadership creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole therefore contributing to overall organization performance.

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 scholarly theory of transformational leadership was defined by Bernard Bass as a style of leadership that inspires employees to make extraordinary efforts (Bass 1985). This is accomplished through “idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration” (Deschamps 2016). This leadership theory closely represents my personal management style. Transformational leadership transforms the attitudes of employees to create an emotional attachment to the company (Pradhan & Pradhan, 2015).

Bass, B. M. (1990, Winter). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, pp. 19-31.

The concept of Transformational Leadership was initially introduce be leadership expert and presidential biographer James McGregor Burns (About, 2015). This type of leadership requires for leaders and followers to have a connection like no other where mutual respect and trust has to be the foundation of the working relationship. The idea is that in the end everyone results benefited in one way or another. A different approach on leadership is Douglas McGregor’s Theory X and Theory Y. Managers who get involved with Theory X believe that workers need to be constantly supervised. On the other hand, Theory Y suggests that employees themselves are well disciplined and have control as of how they will achieve their goals.

After studying and learning from the different theories of Leadership, I found Transformational Leadership the best theory to identify with. Before going further with this theory, I want to state the most accurate Leadership definition for me. Leadership is a development of social influence and an exchange of values, behaviors, and power delegation between leaders and followers, where leaders maximizes efforts of the followers to achieve a collective goal (Kruse, 2013). Moreover, Scholars has divided leadership into different areas, such as Trait Approach, Skill Approach, Situational Approach, Transformational-Transactional, to name a few (COLLINSON & TOURISH, 2015). In this paper, I will talk about my concept of leadership before learning about the different leadership theories, what Transformational Leadership Theory is, how it helps raising the productivity in the group, the different dimensions of this theory, the differences with transactional leadership, the relation between charisma and transformational leadership, why I chose transformational leadership, and the different challenges and obstacles of this theory.

Transformational leaders lead with inspirational motivation, intellectual stimulation, new perspectives and individualized concern. It is not rare for a transactional leader to question old theories and

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.

One leadership style stands out for its potential to advance organizational goals and achievement: Transformational Leadership. Understanding how leadership affects operations and the role it plays in organizations is crucial to success. This manuscript will examine Transformational leadership. It will also give examples of people that have embraced this leadership style. Finally, to help better understand the stance taken the text will explore several views on Transformational Leadership and why this leadership style is central to the advancement of organizations.

According to the research, there are three main leadership styles, specifically transformational, transactional, and laissez-faire. It has been found that a transformational leadership style is typically more effective than transactional and laissez-faire leadership styles. Lowe et al (1996) points out, followers are most likely to appraise their

There are many leadership styles and theories.  Effective leaders are required to possess problem-solving skills, maintain group effectiveness, be dynamic, passionate, and be a motivational influence on others.  There are two leadership approaches that are most popular.  They are Transactional leadership and Transformational leadership.  A transactional leader is the traditional “boss” image (Yoder-Wise, 2015).  In such work environment, employees have an understanding that the superiors make all the decisions and the subordinates have little or no input.  Transactional leadership relies on organizational power and rewards those with high performance and penalizes those with poor performance.  This leadership style is along the lines of an

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

As pointed out by Keskes I. (2014), fundamentally, the empirical and meta-analytic studies suggest that subordinates working with transformational leaders are more committed to their organizations and demonstrate fewer withdrawal behaviours (Bono & Judge, 2003). Besides, Bass and Avolio (2004) maintain that transformational leaders perceive the strategic goals of the organization. They argue that transformational leaders are more sensitive to their environment and thus formulate and disseminate strategic goals that capture both the attention and the interest of their followers. Besides, managers who have a transformational leadership style will focus on the big picture of the organization and try to encourage the employees to have the same

Throughout the first journal article, it was discovered that substitutes for leadership have significant relationship between transformational of leader’s behaviours; as the results show some variables of transformational behaviours correlate with variables in substitutes for leadership (Podsakoff, 1996). To gain these findings, data was collected from 1,539 employees has been used as the evidences to support the outcomes. The result further displays, there are each unique effects on follower criterion variables in transformational leader behaviours and substitutes for leadership and there are greater substantial amount of variance accounted between substitutes for leadership and the transformational leader behaviours than reports in prior leadership research (Podsakoff, 1996). However, these findings do not provide strong evidence to support these finding, as researches have not yet found the specific proof. Although, it is clear that, there is relationship between transformational of leader’s behaviours and substitutes for leadership in certain way, which further research and experiments is needed it.