Transformational Leadership : Transformational Leaders Essay

Transformational Leadership : Transformational Leaders Essay

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Transformational leadership has acquired popularity among leadership scholars and researchers over the past years and today. According to Riggio, (2012), this type of leadership can be implemented to any organisation and can be found at different levels of the organisation. Ismail et al. (2010) noted that transformational leadership can lead to followers put greater trust in their leaders, which help to improved individual performance. Transformational leaders strengthen employees ability to achieve by providing them the knowledge and resources to complete their jobs (Betroci, 2009). It is argued that the power of transformational leadership being in the conception of the organisation (Tichy and Devanna, 1990). Transformational leaders try to transfer problems associated with mistakes and failure into opportunities to learn (Avolio and Bass, 2002). They can deal with complexity, uncertainty and confusion (Tichy and Devanna, 1990), Transformational Leadership is useful during difficult times especially when rapid changes happen and globalisation (Bass and Riggio, 2012). It lead to increases the determination to overcome crises and encourages the generation of new ideas, which are the basic of innovation (Rafferty and Griffin, 2004). This leadership clarifies the situation and helps prepare for future crises (Bass and Riggio, 2006, DuBrin, 2012).
De Jong and Hartog (2007) explained that transformational leadership can contribute to increase organisational learning and employees creativity. Also, leaders encourage followers to participate in educational programmes and develop their skills to achieve high performance (Northouse, 2007, Yukl, 2013). Leaders who used transformational leadership are able to enhance team work, organisation...


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... to enhance lecturers commitment to change and performance. Moreover, Dhyani, Mishra & Mishra, (2015) illustrates that, transformational leadership is adopted by most of the Head of higher educational Institutions so that adaptation can be completed to meet the constantly changing economic and academic environment. Aitkin (1998) and Bass (1999) argued the power of the educational leaders can be used effectively when the leader (Dean, Vice-chancellor or Director of Higher Education Institutes’s) have a vision, have a sense of mission and agenda. Leaders who encourage and support transformation leadership share power, are willing to learn from others, and are sensitive to each team member’s needs for achievement and growth (Gous, 2003).Those attributes need to come from inside and not from the university itself from reflection from one’s personal value (Aitkin, 1998).

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