Pseudo Transformational Leadership Essay

Pseudo-Transformational Leadership Everyone has their definition of what makes a great leader. Some individuals base it on values, character, and ethics that a leader demonstrates. Others believe that leaders are born; that their ability to lead is natural, something that cannot be taught. Hollander and Julian (1969), argued that it is possible leaders are risen from situations, stating “there are no absolute leaders, since successful leadership must always take into account the specific requirements imposed by the nature of the group” (para 13). Many theories and definitions can play into followers’ idealized perception of a great leader but what if the leadership has behaviors that is not positive or is unethical? How do negative types

Transformational leadership is highly thought of as the best type of leadership style. Leaders possessing transformational traits want to “transform” followers; inspire them to live up to their full potential and become the leaders of tomorrow. Transformational leaders are often thought of as having high morals and being authentic. According to Bass & Steidlmeier (1999), transformational leadership contains four components: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Transactional leadership is often thought of an awards system or “I’ll scratch you back, if you scratch mine”. People that follower this type of leader are usually motivated by rewards and promises. Transactional leaders can appear to be transformational; however they are grounded by self-interest. Another type of leader that has many characteristics of transactional leaders but lacks a moral foundation is pseudo-transformational leaders. “Pseudo-transformational leaders may create the impression that they are doing the right things, but will secretly fail to do so when doing the right things conflict with their own narcissistic interests” (Bass & Steidlmeier, 1991, para 10). Lack of morals and ethics can be toxic in an organization and perhaps even lethal in a military

In the military, often members follow the leader with blind faith because protocol dictates that they should. The effects of a pseudo-transformational leader could result in: fear of the leader, obedience to the leader, dependence on the leader, perception of job insecurity and analytical strategy (Barling, Christie & Turner, 2008). This should never be the way a military organization is handled. A great leader inspires other to become leaders. Col. Homrig (2001) said it best, “The Air Force requires leaders and followers steeped in the same core values and energized to tackle the tough issues together” (pg. 8). Blindly following a leader with pseudo-transformational traits in the military could cost an Airman to lose their faith in the system and possible cost them their life on the