What is Transformational Leadership?
Transformational Leadership is a style of leadership,
related to Warren Bennis, that motivates through identification with
the leader's vision: pulling rather than pushing others on.
According to Bennis (On Becoming a Leader), it is good to
make a distinction between:
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Managers: Doing things right.
Transactional Leadership.
Administers, maintains, Focuses on system and controls and the sort term
view, asks how and when, keeps an eye on the bottom line.
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Leaders: Doing the right things. Transformational
Leadership. Innovates, develops, focuses on people, inspires, creates trust,
asks what and why and has a long term view and an eye for the horizon.
Background of Transformational Leadership. History
The concept of transformational leadership is credited to James MacGregor Burns, a political science and leadership researcher,
who in the 1970s defined the actions of transformational leadership as a process in which leaders and followers help each other to
advance to a higher level of morale and motivation. Burns talked about the difficulty to differentiate between management and leadership and
argued that the differences are in characteristics and behaviors.
According to Burns, the transforming approach creates significant change in the life of people and organizations. It redesigns
perceptions and values, and changes expectations and aspirations of employees. Unlike in the transactional approach,
it is not based on a "give and take" relationship, but on the leader's personality, traits and ability to make a change through example,
articulation of an energizing vision and challenging goals.
Typical Transformational Leadership Behaviors (B.M. Bass, 1985)
In 1985, B.M. Bass, leadership researcher and professor at Binghamton University, expanded on Burns ideas to develop the
Bass Transformational Leadership Theory, consisting of four main components or 4 I's of Transformational Leadership:
- Idealized Influence. Refers to leaders being a role model, having high standards of moral and ethical conduct, who are
held in high personal regard, and who engender loyalty from the follower.
- Inspirational Motivation. Refers to leaders with
a strong vision for the future - based on values and ideals. Leader behaviors
falling into this dimension include stimulating enthusiasm, building confidence,
and inspiring followers using symbolic actions and persuasive language.
Idealized influence and inspirational motivation are highly correlated and
are sometimes combined to form a measure of charisma.
- Intellectual Stimulation. Refers to leaders who challenge
organizational norms, encourage divergent thinking, and push followers to
develop innovative strategies.
- Individual Consideration. Refers to leader behaviors like listening and demonstrating genuine concern for the needs and feelings
of the followers, aimed at recognizing their unique growth and developmental needs, as well as coaching followers and consulting with them.
Sources:
Burns, J.M. (1978), "Leadership", N.Y, Harper and Row
Bass, B.M. (1985), "Leadership and Performance", N.Y. Free Press.
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Compare with:
Emotional Intelligence
| Servant-Leadership
| Covert Leadership
| Leadership Continuum
| Path-Goal Theory
| Theory X Theory Y
| Level 5 Leadership
| Contingency Theory
| Competing Values Framework
| Expectancy Theory
| Seven Surprises
| Seven Habits
| Results-Based Leadership
| Situational Leadership
| EPIC ADVISERS
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