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Quinn and Spreitzer (1997) state that empowered followers are more effective, innovative, and transformational in their work. (Northouse, 2016) states that Transformational leadership is inspiring and motivating followers to reach their fullest potential for the organization. In contrast, Transactional Leadership is exchanges between leaders and their followers. pseudo transformational Leadership refers to leaders who negatively inspire others for their selfish benefit.<\/p>\n
The factors transformational leadership are; Idealized Influence, Inspirational Motivation, Intellectual Stimulation and Individualized Consideration. The factors of transactional Leadership are; Contingent Reward and Management-by-Exception.<\/p>\n
Transformational leaders have a clear vision of the future, create trust, use creative deployment of self through positive self-regard. Kouzes and Posner (1987, 2002) model of leadership enables leaders to get things accomplished by modelling the way, inspiring a shared vision, challenging the process, enabling others to act and encouraging the heart.<\/p>\n
The merits of the transformational approach of leadership include;. there is Extensive research, intuitive appeal, provides a broader view of leadership, strong emphasis on followers\u2019 needs and values. The criticisms of transformational leadership are; a lack of conceptual clarity, overlapping parameters with similar conceptualizations of leadership, it treats leadership as a personal predisposition rather than a behavior that people can learn, it can be abused.<\/p>\n
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