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Transformational leadership is a leadership style that defines as leadership that creates voluble and positive change in the followers. A transformational leader focuses on "transforming" others to help each other, to look out for each other, be encouraging, harmonious, and look out for the organization as a whole. In this leadership, the leader enhances the motivation, moral and performance of his follower group.

Contents 1 Background 2 Development of concept 3 Components of concept 4 Research in the area 5 Implications for managers 6 See also 7 References 8 External links

[edit] Background

James MacGregor Burns (1978)^[1] first introduced the concepts of transformational in his descriptive research on political leaders, but this term is now used in organizational psychology as well. According to Burns, transformatial leadership is a process in which "leaders and followers make each other to advance to a higher level of moral and motivation". Burns related to the difficulty in differentiation between management and leadership and claimed that the differences are in characteristics and behaviors. He established two concepts: "transformational leadership" and "transactional leadership". According to Burns, the transformational style creates significant change in the life of people and organizations.It redesigns perceptions and values, changes expectations and aspirations of employees. Unlike in the transactional style, it is not based on a "give and take" relationship, but on the leader's personality, traits and ability to make a change through vision and goals.

[edit] Development of concept

Another researcher, Bernard M. Bass (1985), suggested a transformational leadership theory that adds to the initial concepts of Burn's (1978).^[2] The extent to which leader is transformational, is measured first, in terms of his influence on the followers. The followers of such leader feels trust, admiration, loyalty and respect to the leader and they are derived to do more than they expected in the beginning. The leader transform and motivate followers by charisma, intellectual arousal and individual consideration. In addition, this leader seeks for new working ways, while he tries to identify new opportunities versus threats and tries to get out of the status quo and alter the environment.

The researchers, Bass & Avolio (1993), made an empirical study which mapped the frequent leadership styles of managers and commanders. They located the two categories (transformational and transactional leadership) on a continuum and created more stages at the passage between those to leadership styles. This model is called "The full range of leadership"^[3].

[edit] Components of concept

The full range of leadership introduces four elements of a transformational leader:

1. Individualized consideration- the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps on open communication and place challenges to the followers. This also encompasses the need to respect and celebrate the individual contribution that each follower can make to the team. The followers have a will and aspirations for self development and have an intrinsic motivation for their tasks.

2. Intellectual stimulation-The degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this trait stimulate and encourage creativity in their followers. they nurture and develop people who think independently. For such leader Learning is a value and un expected satiations are seen as opportunities to learn.The followers ask questions, think deeply about things and figure on better ways to execute their tasks.

3. Inspirational motivation- the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward.

The visionary aspect of leadership are supported by communication skills that makes it precises and powerful. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities.

4. Role and identification model – the highest level of transformatial leadership. The leader provides communal design of vision and purpose, values and norms that gives meaning to the work. The leader plants pride and feelings of mission within the stakeholders, enhancing their performance capabilities and providing personal example. The followers trust and emulate this leader, identifying with the goals. They internalize the attitudes and goals and act in this "spirit" even when the leader is not around.

[edit] Research in the area

When researching this construct, the MLQ questionnaire is used. This is a multifactor leadership questionnaire that measures deferent factors of tranformatial and transactional leadership (Bass, 1985). The scales in the questionnaire are based on a initial factor analysis and latter versions.

The preliminary research of transformatial leadership was limited, because the knowledge in this area was to primitive in order to find good examples for the items in the questionnaire.

Another weakness in the first versions of the MLQ relates to the wording of items. Most items in the scale of charismatic and intellectual arousals described the result of leadership, instead of specific actions of the leader' that can be observed that, in turn, bring to the results.

In response to the critics, Bass and his colleagues(1990) included in the revised version many more items that describe leadership actions that are observed directly.

[edit] Implications for managers

The researcher Yukl (1994) draws some tips for transformational leadership^[4]:

1. Develop a challenging and attractive vision, together with the employees.

2. Hook the vision with the strategy for its achieving.

3. Develop the vision, specify and translate it to actions.

4. Express confidence, decisiveness and optimism about the vision and its implement.

5. Realise the vision through small planed steps and small successes in the path for its full implementation.

[edit] See also

• Agentic Leadership
• Communal Leadership
• Leadership

[edit] References

• Roesner, J. (1990). Ways women lead. Harvard Business Review. November - December.
• Kotlyar, I. & Karakowsky, L. (2006). Leading Conflict? Linkages Between Leader Behaviors and Group Conflict. Small Group Research, Vol. 37, No. 4, 377-403
• Kotlyar, I., & Karakowsky, L. (2007). Falling Over Ourselves to Follow the Leader. Journal of Leadership & Organizational Studies, Vol. 14, No. 1, 38-49
• Albritton, R. L. (1998). A new paradigm of leader effectiveness for academic libraries: An empirical study of the Bass (1985) model of transformational leadership. In T.F. Mech & G.B. McCabe (Eds.), Leadership and academic librarians (pp. 66–82) . Westport, CT: Greenwood, 1998.
• Bass, B. M. (1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Erlbaum.
• Bass, B.M. & Avolio, B.J. (Eds.). (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.
• Burns, J.M. (1978) Leadership. New York. Harper & Row.
• Pielstick, C.D. (1998). The transforming leader: A meta-ethnographic analysis. Community College Review, 26(3), 15-34.
• Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2001). ‘The development of a new Transformational Leadership

Questionnaire’. The Journal of Occupational & Organisational Psychology, 74, 1-27

[edit] External links

• [1] Tips for transformatial leader