Download Transformational Theory of Leadership

Transformational Theory
of Leadership
Nick Israel
Gov’t 522
June 28th, 2016
Definition of transformational leadership
• A theory of leadership where the leader seeks to change the values
and goals of the organization they lead, as well as encourage their
followers or subordinates to better themselves.
• According to some scholars, such as Nikezic, Puric, and Puric (2012),
characteristics of transformational leaders include:
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Creativity
Team Orientation
Respect
Coaching
Responsibility
Confession
Origin of transformational theory
• Originally introduced by James Downton.
• It was further developed by James MacGregor Burns, who used the
example of President Franklin Roosevelt to describe the idea of
transformational leadership.
• According to Burns, this theory relies on the leader’s personality, and their
ability to lead by example.
• In the 1980s, Bernard Bass expanded on this theory further.
Bernard Bass’s four dimensions (1985)
• Charisma:
• Leader has a vision/sense of mission.
• Instill pride in organization/increase optimism.
• Gain respect and trust.
• Inspiration:
• Concerned with how leaders can act as a role model for their
followers/subordinates.
• Individual consideration:
• Leader’s ability to contribute to the growth of their subordinates, and allow
them to achieve their fullest potential.
• Intellectual stimulation:
• Provides subordinates with a flow of challenging new ideas that should
stimulate new ways of doing things.
Criticisms
• Odumeru and Ogbonna identify a few potential critisms with this
theory:
• The ambiguity over its influences and processes
• Overemphasis on the leader’s direct influence on their followers, and not on
the organization and their processes.
• Insufficient specification of situational variables—they are all essentially the
same with regards to processes and outcomes.
• Doesn’t provide an example for how this theory could be detrimental.
• Can transformational theory “burn out” the followers/subordinates?
• Assumes a heroic leadership stereotype
• Influence is unidirectional (in theory)
Conclusion
• Transformational leadership is important when an organization needs
to change. Leaders are considered transformational when they have a
vision of change and are able to execute it effectively.
• There are generally four dimensions that define transformational
leaders: charisma, inspiration, individual consideration, and
intellectual stimulation.
• It does have some drawbacks, however. The theory focuses more on
the leader’s relationship with their followers, and not as much on the
organization. It also does not consider ways in which it might be
flawed.
Discussion Questions
• Can you think of any transformational leaders? Why?
• Would anyone like to share a moment where you demonstrated
transformational leadership? Do you know anyone in your life who
has?
Sources
• James A. Odumeru and Ifeanyi George Ogbonna, “Transformational
vs. Transactional Leadership Theories: Evidence in
Literature,” International Review of Management and Business
Research2, no. 2 (2013).
• Srdan Nikezic, Sveto Puric, and Jelena Puric, “Transactional and
Transformational Leadership: Development Through Changes,”
International Journal for Quality research 6, no. 3 (2012).
• Deanne N Den Hartog and Jaap J. Vanmuijen, “Transactional versus
transformational leadership: An analysis of the MLQ,” Journal of
Occupational and Organizational Psychology 70, no. 1 (1997).