Transformational Leadership Style For Producing Positive Changes And Strengthening Organizations

There are many components to being a leader; a strong leader has to be able to clearly communicate, to intensely inspire others to collaborate in bringing the vision to fruition. James MacGregor Burns a leadership expert introduced the transformational leadership concept he suggested that “the transforming leader as one with the ability to create visions and employ charismatic behaviors, they are purposeful and seek to understand the motivation and needs of their followers (Crowell, 2016). Not only does a transformational leader have the ability to empower and motivate others “transformational leadership emphasizes the importance of interpersonal relationships, and the goal is to generate employee’s commitment to the vision or ideal rather than to themselves” (Sullivan & Decker, 2009). According to Smith, (2011) the ultimate goal of transformational leadership is the leader and the follower to discover meaning and purpose in relation to their work, in addition to growth and maturity. There are four I's of transformational leadership " individualized influence, inspirational motivation, individualized consideration, and intellectual stimulation" (Riggio, 2014). The transformational leader causes changes in both the system and the individual. Creating positive and valuable changes in the followers with the result creating followers who will

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.

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 describes a leader moving followers beyond immediate self-interests through idealized influence (charisma), inspiration motivation, intellectual stimulation, or individualized consideration. Transformational leaders are change agents. They influence the mission and objectives to make way for a brighter future for the organization. Followers are motivated to do more than is originally expected because of their feelings of trust and respect for the leader.

Transformational leadership theory applies four factors for leaders to influence employees to perform beyond their abilities. These factors describes leaders that promote leadership through idealized influence, inspirational motivation, intellectual stimulation, and individual consideration (Shresh & Rajini 2013).Transformational leaders are deem as the most effective leadership style because of their character strengths as a excellent role model who leads by example and manage people based on their strengths and weaknesses to optimizes the organization performance (Shresh, & Rajini, 2013). Transformational leaders are known to reward, encourage and mentor people based on performance through inspiration, creativity, and innovation to solve problems to exceed expectation of the organization (Smith,

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).

Authentic transformational leadership can be defined as “a leader who demonstrates ethical behavior and personal character while performing the four leadership behaviors including idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. (Bass & Steidlmeier, 1999). Pseudo-transformational leadership is the direct opposite of authentic transformational leadership. These leaders share charisma and gaining followers with authentic leaders. “But while authentic transformational leaders drive long-standing corporate turn-arounds, pseudo-transformational leaders tend to make short-term gains that ultimately result in long-term costs.” (Kraft). Transformational leadership is about creating relationships and maintaining communication which is centered around a common vision, goals, and values. While there are several criticisms of the theory of transformational leaders which include that they use impression management and thus can be accountable to accusations of amorality,

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.

Transformational Leader: Bernard Bass extended the work of Burns (1978) and the idea of transformational leaders in 1985. Is an individual who does not only have his/her interest but still pays attention to their followers. Also defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of nurturing followers into leaders. Transformational leadership enhances the motivation, morale and performance of followers through a variety of skills. These include connecting the follower 's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance....

Transformational Leadership can play a role in creating a successful team. It can also be the process that changes and transforms people dealing with emotions, values, ethics, and standards. Transformational Leadership is the process whereby a person engages others and creates a connection that raises the level of motivation and morality in both the leader and the follower (Northhouse , 186). This applies to a team because you always have to be able to connect and motivate others

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).

Transformational leadership is defined as having four conceptually distinct elements: charismatic leadership/idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1996). Servant leadership has

A TRANSFORMATIONAL LEADER is a person who stimulates and inspires followers to achieve extraordinary outcomes (Robbins, 2007)It has been shown to influence organisational members by transforming their values and priorities while motivating them to perform beyond their expectations (Rowold, 2007)Increased levels of job satisfaction & reduced turnover intentions are consequences of transformational leadership. It is all about leadership that creates positive change in the followers whereby they take care of each other’s interests and act in the interestsof the groupas a whole (Warrilow, 2012)

Transformational leadership is defined as “an ethically based leadership model that integrates a commitment to values and outcomes by optimizing the long-term interests of stakeholders and society and honoring the moral duties owed by organizations to their stakeholders,” (Caldwell et al., 2012, p. 175). Transformative leaders thrive in environments where change is necessary because they are highly skilled in establishing a clear vision, creating a culture of innovation, and upholding high standards. Transformative leaders are excellent motivators because they can inspire change through inspiration, collaboration, and pushing followers to grow.