Transformational leadership theory conceptualized in the late 1970’s, proposed that leaders could motivate followers through shared vision and mutual interest to uplift the entire organization to a higher morality (Burns, 1978). Morality was defined as leaders and followers working together to fulfill organizational goals and achieve higher performances within a context of change and innovation. Leaders would surpass their own self-interest, in order to, foresee, foster, and indoctrinate a new organizational vision to their followers. Bass operationalized Burns’ seminal work into a leadership model to better indentify transformational leadership characteristics. The model emphasized four dimensions such as idealized influence, inspirational motivation, intellectual stimulation and individualized consideration in order to achieve success.
Idealized influence includes attributes and behaviors that promote respect, trust, and admiration amongst followers. It can be defined as charismatic leadership that allows leaders to set themselves apart. Yet, this feature has been hard to quantify. In a retrospective study of 1,376 nurses, transformational leadership behaviors were evaluated to assess their correlation with organizational improvement and leadership effectiveness (Hargis, Watt, & Piotrowski, 2011, p. 58). Selflessness, honesty, courteousness, and confidence exhibited the highest correlation with employee satisfaction, low work stress, and retainment. Qualitative evaluation of the questionnaires indicated that leaders could act as role models in promoting teamwork, mutual respect, and organizational commitment to achieve success. In fact, in a recent study of nursing care at a large Belgian hospital revealed greater commitment t...
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...l achievement and delivery of high-quality compassionate care.
In summary, transformational leaders through their behaviors of compassion and selflessness encourage followers to emulate them. Through persuasive communication and confidence building, leaders advocate the adoption of new values and endorse the goals of organizational to their followers. Accepting of change, they focus upon coaching, communication, and mentoring to promote organizational success. Leaders challenge the process by encouraging others to challenge themselves to a higher performance. They create an open environment in which followers can create and innovate to meet the increasing challenges of tomorrow. Transformation leadership provides a model for impacting employee empowerment, developing an innovative culture and fostering organizational success in the ever-changing healthcare arena
Transformational leaders exhibit personal and professional qualities that other want to emulate and follow. These leaders advance the mission in combative environments. Transformational leaders propel the growth of the team through communication. Finally, transformational leaders leave a legacy that instills pride, moral, and determination for future success.
This model has been used over decades in research to chime in on the importance of knowing the behavior of leader’s and their effect on those who work for them. According to Brymer and Gray (2006), effective transformational leadership ensures a supportive culture and does not require boundaries and guidance. The concept of transformational leadership was created to bring together leaders and those who work for them, which in turn impact those in whom they serve because their personality is viewed in a positive
...rming relationships with employees was made clear by being efficient and fair to preserve and inspire their workforce. These results can be further studied in a dissertation that is duplicated in a different culture to test the consistency of its findings. Using the information from these two studies, it is clear that transformational leaders behaviors have an impact on their follower’s perception (Bacha and Walker, 2012; Cho and Dansereau, 2010).
In ‘Leader-Member Exchange, Transformational Leadership, and Value System’ Krishnan (2005) noted that according to Burns, ‘the result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and convert leaders into moral agent’, which means that both leaders and team members offer one another. In this case, leaders serve their followers, create conditions for their further development, and make them feel free and independent in their work. Burns also claimed that ‘leaders and followers raise one another to higher levels of morality and motivation’, i.e. the transformational leadership is possible because of both, the team members and leaders, become better and improve each other (Gupta & Krishnan 2004, p. 14). Bass further expanded the theory proposed by Burns and introduced it into the organizational context. He defined transformational leaders as leaders who motivate followers to do more than they expected to do initially. Transformational leaders are attentive to the team members needs; however, it takes time to develop strong emotional bonds between them. Nevertheless, leaders always encourage their followers to give their best. The leaders help people to look beyond their self-interest for the good of the whole group, organization, or society. They also help followers understand the need of emotional and intellectual change; commit to greatness that lies down in aspiration for business effectiveness ‘such as profits and high stock value, as well as impeccable ethics’(Dubrin et al 2006, p. 107). Owing to leaders, the team members know the goals and the ways to achieve them.
In Leadership Theory, Application & Skill Development, transformational leadership is defined as “seeking to change the status quo by articulating to followers the problems in the current system and presenting a compelling vision of what a new organization could be” (Lussier & Achua, 2013, p.331). This theory, in combination with the exercise regimen, CrossFit, is the focus of the book Transformational Leadership and High-Intensity Interval Training by Carol R. Himelhoch, PhD. Himelhoch illustrates a correlation between a leader’s ability to tap into the transformational leadership style and their consistent participation in intense workout sessions. A transformational leadership style benefits from High-Intensity Interval Training (HIIT) via challenging the participant, which imparts a sense of achievement when they complete a demanding Workout of the Day (WOD). HIIT encourages the individual to push themselves and take risks, not only during the workout, but also in their leadership roles at work.
There are many leadership theories that play an important role in the every day workforce. Some of the theories are successful in producing a strong and productive leader, while others lack the qualities required for the job. Out of the multitude of available theories out there, I feel that the Transformational Leadership Theory is the one that stands out as being the most successful. This theory is far from coercive and instead focuses on making a satisfied team that collaborates to form a productive work environment. An environment like this, ran by a top-notch leader, is needed for success.
Simola et al. (2012) defined transformational leadership as a “type of leadership in which interactions between interested parties are organized around a collective purpose in such a way that transform, motivate, and enhance the actions and ethical aspirations of followers”. Transformational leaders are seen as very successful at motivating and inspiring a group of individuals or followers to have an increased desire to achieve and attain a particular vision [1] 1. All of this requires a leader with “vision, self confidence, and inner strength to argue successfully for what is popular or is acceptable according to established wisdom of the time” [1, p.17] 1. In this respect, Wael have ensured at the beginning of his role in Omran to interact with all the employees in order to get a clear vision about the way forward of Omran future in a very inspired and motivated speech and behaviors.
Transformational leadership is the optimal style for a leader in an organization to have due mainly to its prominent characteristics such as being influential, innovative, motivating, proactive, and having the ability to both responsibly and reasonably delegate tasks. These aspects specific to the style of transformational leadership are essential to positive organizational function, environment, and advancement because they are characteristics that all hold power and constructive properties individually. When combined they are significantly capable of producing progress, change, and a healthy organizational environment.
In the ideal form, transformational leadership creates valuable and positive change with the end goal of developing followers into leaders. These may include connecting the followers sense of self and identity to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater pride for their work, and understanding the strengths and weaknesses of individuals, so the leader can associate followers with tasks that improve their performance. Transformational leaders focus on intrinsic motivation and personal development of their followers. They believe in five key aspects of being a leader, which are being creative, interactive, empowering, visionary and
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
Doody and Doody (2012) posit that transformational leadership encourages leaders to motivate employees by adhering to higher moral standards. This appeal to inspire employees to behave in such a way that advances the overall mission of the organization results in employees gaining more self-actualization than they would likely see from a more transactional style of leadership. Transactional styles of leadership, which promote adherence to rules based on a reward system, tend to accomplish only the specific goals set forth by the organization (Vaismoradi et al., 2016). Transformational leadership on the other hand, encourages employees to exceed current standards and motivates them to fully adopt the deeper purpose of the organization (Lievens & Vlerick, 2013). Transformational leaders are compelling and dynamic, motivating employees by making the goal so stimulating that this vision is embraced by the team (Weiss & Tappen, 2015). Viasmoradi et al. assert that transformational leaders create a supportive environment where employees are encouraged to come up with creative solutions to challenges, resulting in an improvement in patient outcomes
The transformational leadership theory was deemed an appealing based on individual beliefs regarding employee-leader relationships. With a focus on communication and motivation, transformational leaders promote positive change within
...selbein and Cohen, “organizations that take the time to teach leadership are far ahead of the competition. By becoming familiar with the transformational leadership approach and combining the four I's, managers can become effective leaders in the business world.” (1999, p. 263). Transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are “transformed” to enhance job performance and help the organization be more productive and successful. All of these leaders have the attributes mentioned here. History will decide the greater impact they had on society as it is being written every day. Therefore, the qualities of transformational leadership make the essence of transformational management and the key to successful management of transformational organizational changes.
Certainly, an army would not be able to battle in the war without a commander who in charges of the whole strategy. Correspondingly, any organisations cannot function without leaders. Leader is the most substantial element of successful organizations. Becoming outstanding leaders, leadership skill is vital in order to drive the organizations forward. Several leadership principles are extensively used these days. Burns (1978) identified two types of leadership comprise of transactional and transformational leadership. Hence, leaders should be capable to indicate which theory should be applied in accordance with organization’s culture and objectives. This essay aims to evaluate the resemblances and the differences between transactional and transformational leadership as well as the feasibility to utilize a mixture of them by giving the definitions and examples followed by the supporting researches and studies.
Transformational leaders are needed to transform low performing organizations to acceptable to high performance. At other times, the leader is expected to move an organization from a crisis. In order to accomplish these tasks, the leader must overhaul the organization culture or subculture. This task is accomplished by nine ways of transforming others: 1. Raise others awareness. The leader makes others aware of the rewards and how to achieve them, i.e. pride in the job or financial incentives. 2. Help others look beyond self-interest. The transformational leader helps others to look at the “big picture” by describing an entire scenario, i.e. if we hire more employees to do x, we will have to make cuts in other areas. 3. Help people find self-fulfillment. The leader helps others not to focus on minor satisfactions, i.e. getting a job done before the deadline ...