Transformational Leadership -Unit 4-LA 1
The term Transformational leadership was first coined by Downton, 1973 (as cited in Northouse, 2016, p.186). As its name implies, transformational leadership is a process that changes and transforms people (Northouse, 2016). The transformational leader serves as a role model support the group development by creating two-way personalized communication with followers (Smith, Montagno & Kuzmenko, 2004), in other words, this process incorporates both followers’ and leaders’ needs (Northouse, 2016).
Transformational leadership has been conceptualized as containing four behavioral component: a) Charisma or Idealized influence, b) Inspirational motivation, c) Intellectual stimulation, d) Individualized consideration (Bass & Avolio, 1993 (as cited in Northouse, 2016); Smith et al., 2004).
A great deal of leadership occurs when TL engage and motivate their followers in achieving their fullest potential; therefore, and to the unlimited extent, they probe for potential motives and higher needs in their followers (Smith et al., 2004). It is a process that often incorporates charismatic and visionary leadership (Northouse, 2016, p.185); ties it with the common goal, and organizational identity.
“TL occurs when a leader inspires followers to share a vision, empowering them to achieve the vision and provides the resource necessary for the developing their personal potential” (Smith et al., 2004, p.80).
High change environment requires empowered dynamic culture of transformational leadership (Smith et al., 2004).
Leaders who exhibit TL style were perceived to be more effective leaders with better work outcomes respecting acquisition, acceptance, job satisfaction, and performance; therefore, TL becomes motivated to transcend their own self-interest for the good of the group and organization.
There are many similarities to a certain extent between Transformational leadership and servant leadership approach (Northouse, 2016; Smith et al., 2004) regarding the positive outcome of the leaders-followers relationship; therefore, positive change on job satisfaction, employee’s performance, and organizational citizenship behavior (OCB) (van Dierndonck, 2011).
Leaders need to understand and adapt to the needs and motives of followers, which explained their concern about how the leaders able to inspire followers to accomplish great things. It seems TL assess follower’s motives and satisfy their needs, thus, having evidence-based decision-making strategy required (Northouse, 2016). Decision makers cannot assume that followers will be committed to a decision without being part of the process. Evidence-based decision -making helps TSL make well-informed decisions by having the best available evidence and managed outcome.
A good example appears to fit the criteria of transformational leadership is Bill Gates, who follow a long-term approach, and thinks big. Bill gate is a visionary leader who invested his passion to the success of Microsoft and wouldn’t have been possible without the amazing team who works alongside with him. He encourages peoples’ creativity and creates the opportunity for people to explore a new way of doing things. He is a philanthropist, His primary areas of interest in philanthropy have been improving health and helping to relief diseases, such as polio, HIV/AIDS/ malaria which affect young children. He has also given a significant amount of focus to environmental issues.
TL results were positive in the moral development of the followers, only during the interaction with their leaders over a long period ( Mulla & Krishnan, 2011). TL approach is limited in organizations with high employee turnover. When uncertainty affects one’s organization, TL may be more effective because they emphasize the needs of the organization (Van Dierendonck, Stam, Boersma, de Windt & Alkema, 2014). TL Transformational leadership is a relationship of mutual stimulation that elevates the level of human conduct as well as the aspirations of both the leaders and followers; therefore, transformational process integrates effectively on both which assist in the organizational growth.
References:
Mulla, Z.R. and Krishnan, V.R. (2011). Transformational leadership: Do the leader’s morals matter and do the follower’s morals change? Journal of Human Values 17(2), 129-143
Northouse, P. G. (2016). Leadership: Theory and practice, Seventh Edition. Thousand Oaks, CA: Sage Publications. ISBN 971452203409
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(4), 80-92.
Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management 37(4), 1228-1261
Van Dierendonck, D., Stam, D., Boersma, P., de Windt, N., & Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. Leadership Quarterly,25(3), 544-562