Introduction Leadership has evolved dramatically over the one hundred years. From its early stages of endowed personality characteristics, leadership has evolved to a more dynamic and fluid process that surrounds itself in a more inclusive environment. While many leadership theories compare and contrast one another, the immersion of transformational leadership has truly projected the thinking of leadership into a new form of logic and context. Transformational leadership is formed on a basis of inspirational and motivational qualities that drive a leader to guide others in such a way that is instrumental in the individual growth as well as the group growth within an organizational or personal setting. Rooted in a sense of utilitarianism, …show more content…
In this discussion, transformational leadership can be used for both ethical good and unethical evil. This will be discussed later in the discussion and is one that must be established in order to provide a clear understanding of this leadership theory. Problem Statement Transformational leadership is a relatively new concept in leadership theory but it is one that is rooted in vitally important and utilitarian context. While it is still an emerging theory, researchers have strongly supported its presence and see it as a very strong style that has its benefits in organizational and personal settings. While research is still be conducted in this emerging area of leadership theory, the exact context through which transformational leadership theory is based must be understood by those in the leadership community. This paper will identify the characteristics of transformational leadership so that a better understanding can be achieved. The leadership style is extremely dynamic and slightly complex to grasp and this paper will attempt to solidify its …show more content…
The idea of transformational leadership is one that not many leaders are familiar with or know how to be or even become (Warrick, 2011, p. 11). While there are clear characteristics that make a leader transformational, there is very little evidence with the theory that give organizations clear skills that can be adopted in order to change and transform into its usage (Warrick, 2011, p. 11). This type of research must be undertaken in order to gain a more rounded approach of its implementation into an organizational
Bass, B.M., & Avolio, B.J. (1993). Transformational leadership and organizational culture. Public administration quarterly, 17(1), 112-121.
According to Bass’s (2003) conceptualization, transformational leadership consists of charisma, intellectual stimulation, inspirational motivation, and individualized consideration.
The Leadership Challenge by Kouzes and Posner (2007) is the result of twenty years of research on the factors that influence and create great leadership. Through studies and stories from leaders with various backgrounds throughout the world, the practices and characteristics that create great leadership are delineated. Leadership is viewed not as a group of inherent characteristics, but as learned behavior that anyone can achieve. The goal of Kouzes and Posner’s book is to inspire and educate leaders through transformational leadership. As such, leadership is about mobilizing others to become and do extraordinary things.
What leadership traits did you observe that portrayed transformational leadership? How did this affect relationships and the outcomes?
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead. Emerald Group Publishing.
U.S. country developed the transformational leadership theory (Bass, 1985). There has been a growing interest in the intersection of leadership and ethics during the last decade. (Wren, 1998).
Theory of transformational leadership is founded on the notion that conditions of injustice spark the need for social change (Bass, 1996). Transformational leadership is characterized by behaviors that are geared toward relational aspects of the organization (Goodnow & Wayman, 2009). Transformational leaders intrinsically motivate followers to function as a collective to achieve a common aim (Bass, 1996). This model of transformational leadership provides a set of leadership practices that are linked to the key elements of Burns’s theory and builds on the work of Bass and Avolio. In his work he elaborated the difference between the uses of transactional leadership compared to transformational leadership. Leadership styles can be used
The variety of spectrums that are included in transformational leadership means that is difficult to define the limits, also the transformational leadership theory can not be applied to every situation or even every field (Lynch, 2015; Northouse, 2013). The measuring factors of transformational leadership have also been questions (Northouse, 2013). While the model focuses on the roles of both the leader and the subordinate, it has also been criticized as being more focused on praise of leader and less on the input of subordinates (Northouse, 2013; Yang, 2014). There are also very few studies that approaches to transformational leadership that study it from the point of view of the followers need (Kovjanic et al., 2013). It has also been thought that transformational leadership regards leadership as something that cannot be learned, which makes it an approach that is more difficult to actually apply and teach (Northouse, 2013). Also, although the style has been highly regarded as effective, there are still questions in regard to if it can transform people and businesses (Northouse,
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
(Northouse 185) defines transformational leadership as a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals.(Avolio, 1999; Bass & Avolio, 1990a) suggests that transformational leadership is concerned with improving the performance of followers and developing followers to their fullest potential. (Kuhnert, 1994) also advocates that persons who exhibit transformational leadership often have a strong set of internal values and ideals, and they are effective at motivating followers to act in ways that support the greater good rather than their own self-interests (Northouse 191) It is in the light of Northouse, Avolio and Bass that I deduced Mrs. Smith to be a transformational leader.
“Transformational leadership refers to a leadership style in which the leader encourages his or her subordinates to achieve higher and higher levels of performance for the sake of the organization.” (Flynn, 2015) After years of research Transformational Leadership has been broken into four categories, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration.
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Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2), 285-305.
Transformational leader is considered ethical in nature. Transformational leader helps followers, understand their followers ‘problems and give them solutions to tackle problems. Followers get personally attached with their leaders and do in the same manner as the leader wants. Transformational leader is may a source of employees’ satisfaction and commitment.
A brief description of transformational leadership, according to James MacGregor Burns, is a new paradigm