Transformational Leadership

Transformational leadership involves a leader-follower exchange relationship in which the followers feel trust, loyalty, and respect toward the leader, and are motivated to do more than originally expected (Green, 2014).

It is important to understand transformational leadership because transformational leadership positively impacts individual growth and development, develops followers who can perform beyond their own expectations, and can be applied to a variety of settings.

While there have been many contributions to the idea of transformational leadership, the theory was first fully described by Burns in 1978. In transformational leadership, pooled interests of the leaders and followers result in being united in the pursuit of “higher” leader follower goals (Green, 2014).

Idealized Influence

Describes leaders who are admired, respected and trusted.  Followers identify with these leaders and they want to emulate them.  Leaders who are idealized influences consider follower's needs over their own.  There are two forms of idealized influence: behavioral and attributed (Green, 2014).

(II) Attributed

  • ™Exemplary role models based on credentials or reputation
  • ™“Attribute” to them role model status based on our assumptions (Green, 2014, p. 221).

(II) Behavioral

  • Observing leader behaviors
  • ™High moral and ethical foundation (Green, 2014, p. 221)

(II) Implications

  • ™Collaboration
  • ™Vision, strategy, execution

(II) Plan of Action-
Potential Impact

  • ™Shares risks with followers
  • ™Communication
  • ™Consistent in ethics, morals, and principles
  • ™Problem solving
  • ™Effective teams (Fryer, 2008)

Inspiration Motivation

Describes leaders who behave in ways that motivate those around them by providing meaning and challenge to their work.  These leaders display optimism and arouse enthusiasm.  They encourage followers to envision attractive future states, which they can ultimately envision for themselves (Green, 2014).  

Intellectual Stimulation

Is a behavior facet of transformational leadership, which describes leaders who stimulate their follower's efforts to be innovative and creative by questioning assumptions, reframing problems and approaching old situations in new ways.  These leaders solicit new ideas and creative solutions from followers without ridicule or public criticism (Green, 2014).

(IS) Implications

(IS) Plan Of Action-
Potential Impact

Individual Consideration

Individual consideration describes leaders who pay attention to each follower’s need for achievement and growth by acting as a coach or mentor. These leaders develop their followers to successively higher levels of potential. They create new learning opportunities and supportive climate in which followers can grow. These leaders recognize that each follower is unique.

(IC) Implications

(IC) Plan of Action-
Potential Impact

  • It involves responding to specific unique needs of followers
  • Making them a part of the transformation of the organization
  • Individuals are treated according to their talents and knowledge
  • By empowering them, followers will want to improve and develop themselves
  • They can reach higher levels of achievement than they would otherwise
  • It can lead to yielding of performance beyond expectations
  • Instrument

    Multifactor Leadership Questionnaire 5X

    36 questions (4 questions per dimension

    Conclusion

    References

    Avolio, B. 1999. Full Leadership Development: Building the Vital Forces in Organization. Thousand Oaks: Sage Publications.

    Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness: Through transformational leadership. London: Sage Publications.

    ™Bennett, K.  What is meant by transformational leadership?  Houston Chronicle.  http://smallbusiness.chron.com/meant-transformational-leadership-18267.htm

    Fryer, B., Steward, T. A. (2008). Cisco sees the future. Harvard Business Review, 72-79.

    Giberson, T., Miklos, S. (2013). Embedding Innovation in I-O Practitioner Work. The Industrial-Organizational Psychologist 50(4), 159-162.

    Gill, R., Levine, N., & Pitt, D. C. (1998). Leadership and organizations for a new    millennium. The Journal of Leadership Studies, 5(4).

    ™Green, M. T. (2014). Graduate leadership. North Charleston, SC: CreateSpace and Leadership Studies.

    Hay, I. (2006). Transformational leadership: characteristics and criticisms. E-journal of Organizational Learning and Leadership, 5(2).

    Moody, O., Moody, C. (2012). Transformational leadership in nursing practice. British Journal of Nursing 21(20), 1212-1218.

    Schieltz, M. Why transformational leadership is important.  The Houston Chronicle.  http://smallbusiness.chron.com/transformational-leadership-important-10423.html

    Yasin, G., Nawab, S., Khalid, K. Nzai, T. (2014). Relationship of intellectual stimulation, innovations, and Smes performance: Transformaional Leadership a source of competitive advantage in smes. Middle-East Journal of Sciectific Research 19(1), 74-81.

    Comment Stream