Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. https://www.langston.edu/sites/default/files/basic-content files/TransformationalLeadership.pdf)

For Burns (1978), leadership is quite different from power because it is inseparable from followers’ needs. Transformational leadership moves followers to accomplish more than what is usually expected of them. They become motivated to transcend their own self-interests for the good of the group or organization (Bass & Avolio, 1990).

Bass (1985, pg.no. 20) argued that transformational leadership motivates followers to do more than expected by (a) raising followers’ levels of consciousness about the importance and value of specified and idealized goals, (b) getting followers to transcend their own self-interest for the sake of the team or organization, and (c) moving followers to address higher-level needs.

People who exhibit transformational leadership often have a strong set of internal values and ideals, and they are effective at motivating followers to act in ways that support the greater good rather than their own self-interests (Kuhnert, 1994).

Transformational leaders set out to empower followers and nurture them in change. They attempt to raise the consciousness in individuals and to get them to transcend their own self-interests for the sake of others. They listen to followers and are not intolerant of opposing viewpoints. A spirit of cooperation often develops between these leaders and their followers. Followers want to emulate transformational leaders because they learn to trust them and believe in the ideas for which they stand.

Transformational leadership has several weaknesses. One criticism is that it lacks conceptual clarity. It is difficult to define exactly the parameters of transformational leadership. Some studies have challenged the validity of the MLQ, which is the most widely used measure of transformational leadership is the Multifactor Leadership Questionnaire (MLQ). Transformational leadership treats leadership as a personality trait or personal predisposition rather than a behaviour that people can learn (Bryman, 1992, pg.no 100–102). Researchers have not established that transformational leaders are able to transform individuals and organizations (Antonakis, 2012). Transformational leadership is elitist and antidemocratic according to some (Avolio, 1999; Bass & Avolio, 1993). A final criticism of transformational leadership is that it has the potential to be abused.

Despite the weaknesses, transformational leadership appears to be a valuable and widely used approach. A leader that comes to my mind with transformational leadership qualities is Winston Churchill. Winston Churchill portrayed several characteristics, traits, and behaviours of a charismatic and transformational leader which enabled him to adopt a vision and concentrate on the bigger picture, which helped him to claim victory for his nation. When much of Britain was in despair, he excelled and through his inspirational speeches, encouraged people to have faith in him and it enabled him to achieve the goals of the country and lead a democratic nation to victory over Nazi Germany. He was and still is a true inspiration to others. (Eduardo Li).

Referance

Northouse, P. G. (2018). Leadership: Theory and Practice, Eighth Edition. Thousand Oaks, CA: Sage Publications.

https://www.supplychain247.com/article/six_leadership_traits_of_sir_winston_churchill)

https://www.langston.edu/sites/default/files/basic-content files/TransformationalLeadership.pdf)

Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management 37(4), 1228-1261. Retrieved from https://ezproxy.student.twu.ca/login?url=http://journals.sagepub.com/doi/10.1177/0149206310380462