Transformational leadership is focused on changing people, the work they are doing and the character of who they are (Northouse, 2018). Transformational leaders are focused on visioning, empowering and resourcing people to help them grow and achieve organizational goals (Smith, Montagno & Kuzmenko, 2004).<\/p>\n
Burns, in his book\u00a0Leadership<\/em>, first identified transformational leadership (as cited in Northouse, 2018, p. 164). According to him, “the crucial task of transformational leaders is to raise the awareness and consciousness of their followers to higher levels of conduct and morality” (Burns, 1978, p. 20 as cited in Mulla & Krishnan, 2011, p. 130).<\/p>\n To accomplish this, transformational leadership is concerned with four factors: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (Northouse, 2018;\u00a0Smith, Montagno & Kuzmenko, 2004). When successful, transformational leadership allows “followers to accomplish more than what is usually expected of them” (Northouse, 2018, p. 172).<\/p>\n Strengths of transformational leadership identified by Northouse (2018) include extensive research, appeal for leaders and followers with needs met for both, a broader view of leadership as a whole, attention to the character of followers, and overall effectiveness. Transformational leadership has also been found to be effective when organizations need to grow, when facing external challenges, and when followers are able to be given the freedom to innovate and take risks (Smith, Montagno & Kuzmenko, 2004).<\/p>\n Northouse (2018) identifies many criticisms and weaknesses of transformational leadership from lack of clarity of the concept and of the MLQ, the primary measurement tool. Criticism exists also that transformational leadership “treats leadership as a personality\u00a0trait or personal predisposition rather than a behavior that people can learn” (Bryman, 1992, pp. 100-102, as cited in Northouse, 2018, p. 181). There is also not yet clear evidence that followers are changed, even as the group or company succeeds in its goals. A significant criticism is the potential abuse of transformational leadership around the leader’s motives for personal gain or the pursuit of evil outcomes, as well as the risk of manipulation or the rise of narcissism (Van Dierendonck, 2011).<\/p>\n I would consider Abraham Lincoln a good example of a\u00a0 transformational leader. Lincoln’s vision that all should be free was accomplished through his ability to motivate and transform people around him to accomplish what they did not believe was possible.<\/p>\n Lincoln leveraged his influence as president, his motivation through letters and speeches, his intellectual ability as a lawyer through individualized relationships with military and political leaders. The abolishment of slavery in the United States stands as a testament to Lincoln’s ability to lead in a way that results in both individual and national transformation.<\/p>\n Reference Northouse, P. G. (2018). Leadership: Theory and Practice, Eighth Edition. Thousand Oaks, CA: Sage Publications.<\/p>\n Smith, B.N., Montagno, R.V. and Kuzmenko, T.N. (2004). Transformational and servant leadership: Content and contextual comparisons. Journal of Leadership and Organizational Studies 10<\/em>(4), 80-92.Retrieved from\u00a0https:\/\/ezproxy.student.twu.ca\/login?url=http:\/\/journals.sagepub.com\/doi\/abs\/10.1177\/107179190401000406<\/p>\n Van Dierendonck, D. (2011). Servant leadership: A review and synthesis.\u00a0Journal of Management\u00a037<\/em>(4), 1228-1261. Retrieved from\u00a0https:\/\/ezproxy.student.twu.ca\/login?url=http:\/\/journals.sagepub.com\/doi\/10.1177\/0149206310380462<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":" Transformational leadership is focused on changing people, the work they are doing and the character of who they are (Northouse, 2018). Transformational leaders are focused on visioning, empowering and resourcing people to help them grow and achieve organizational goals (Smith, Montagno & Kuzmenko, 2004). Burns, in his book\u00a0Leadership, first identified transformational leadership (as cited in … <\/p>\n
\n<\/strong>Mulla, Z.R. and Krishnan, V.R. (2011). Transformational leadership: Do the leader\u2019s morals matter and do the follower\u2019s morals change? Journal of Human Values 17<\/em>(2), 129-143.Retrieved from\u00a0https:\/\/ezproxy.student.twu.ca\/login?url=http:\/\/journals.sagepub.com\/doi\/abs\/10.1177\/097168581101700203<\/p>\n