The Power Of Transformational Leadership

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

For instance, Yang (2007) found that transformational leaders interact more with organisational members than transactional leaders. Crawford et al. (2003) found transformational to have more of an effect on the personal creativity of the employees than transactional leadership. Laohavichien et al. (2009) show that transformational leadership influences infrastructure and quality management more than transactional leadership. Additionally, Rui et al. (2010) showed that transformational leadership is necessary to improve quality. Erkutlu (2008) argued that transformational leaders are more proactive and effective than transactional leaders and he suggested that, managers must make full use of transformational leadership on organisation to succeed in a fast changing environment. Similarly, Politis (2001) revealed that transactional leadership is less effective for knowledge access, communication, problem understanding, control, organisation, and negotiation, than transformational leadership. Also, Boerner et al. (2007) and Limsila and Ogunlana (2008) both found that transformational leadership had a larger influence on employees performance and creativity in solving problems than transactional