Transformational Leadership Paper

As its name suggests transformational leadership involves the identification of areas that need change, getting the best change alternative and effecting it. As such, a transformational leader is less likely to support the status quo; instead, he or she looks for new ways of working amid risk (Hallinger, 2003). Transformational leadership was mainly used in non-educational institutions, such as political. However, research was done on the effectiveness and nature of transformational leadership, which ultimately led to its implementation in educational settings. Transformational leadership focuses mainly on the relationship built between the leader and the followers (Bogler, Caspi & Roccas, 2013). Though the main aim of the leadership style is enacting change, it primarily involves creating a relationship among all individuals involved in the change process. As such, transformation becomes more successful. Ideally, this style of leadership increases morale, motivation and performance. Within the institution of education, transformational leaders often focus more on teachers (Hattie, 2015). Research conducted by Viviane Robinson, Claire Lloyd and Ken Rowe in 2008 found that

Moreover, it is considered that transformational leadership is more of a bottom up approach unlike the top down approach instructional leadership takes. In instructional leadership, instructions come from top management and are passed down to the other faculty and students. However, in transformational leadership, it begins from the bottom. Each person is involved in first considering change. Each person is involved in the innovation process. Students and teachers alike are encouraged to look into areas they think could be better addressed. More importantly, they are encouraged to be innovative and come up with ideas for