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Both Graham (1991:109) and Werner (2011:366) state that transformational leaders offer followers two specific developmental behaviours, namely individual consideration and intellectual stimulation. Transformational leaders recognise their followers as creative human beings and act as coaches for their role models (Graham, 1991:109). Werner (2011:365-366) describes the transformational leader as a visionary “… that inspires total commitment to, and acceptance of, change by followers …”. She points out that such a leader generates enthusiasm and commitment to a shared vision, and the leader’s charisma causes the followers to develop trust and confidence in the leader.
The transformational leader creates a shared vision of what the organisation can be and is able to get total buy in from the followers. The vision itself is exciting and adds real value to the lives of everybody who are involved in its pursuit, while it provides strong principles that can be followed in the process (Werner, 2011:365). The leader acts as role model for the desired traits and values by incorporating it in the leader’s own behaviour (Werner, 2011:366).
The situational context of the transformational leader is “unilateral (hierarchical) power” (Graham, 1991:107), and the consequences of the leader’s charisma is that the organisation’s goals are met because followers respond with heightened motivation and effort and followers also undergo personal development (Graham, 1991:107).
Charisma is a magical aura with which followers endow the leader and not an objective assessment by followers, hence the followers abdicate responsibility for evaluation of policies and trust that the leader will sort out any possible negative consequences (Katz & Kahn, 1978:545...

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GREENLEAF, R. K. 2002. Servant leadership: A journey into the nature of legitimate power and greatness, Paulist Press.
HUNTER, E. M., NEUBERT, M. J., PERRY, S. J., WITT, L., PENNEY, L. M. & WEINBERGER, E. 2013. Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24, 316-331.
KATZ, D. & KAHN, R. L. 1978. The Social Psychology of Organizations, New York, John Wiley & Sons, Inc.
PARRIS, D. & PEACHEY, J. 2013. A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts. Journal of Business Ethics, 113, 377-393.
WERNER, A. 2011. Leadership and followership. In: WERNER, A. (ed.) Organisational Behaviour. 3 ed. Pretoria: Van Schaik Publishers.
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