Burns is the originator of the notions of transformational and transactional leadership. His interest was foremost in the uniting nature of transformational leadership in bringing people together to work towards a moral goal; he contrasted this with transactional leadership which he argues is characterized by a conscious bargain between the parties that simply satisfies individual interests. (He later criticized President Bill Clinton in this vein). Transformational and transactional leadership were later operationalized at a micro level by Bernard Bass and Bruce Avolio - and a generation of leadership researchers has since produced volumes of supporting evidence. Burns suggests that a general theory of leadership can be developed across cultures and time by drawing on the universally-established human hierarchy of needs, structure of values and stages of moral development (p.428). In simple terms, he draws our attention to moral purpose and impact as the characteristics of great leadership.
Burns inspired many to study leadership, but rather than simply test and advance his theory, a field of leadership studies flourished but also atomized - to the point where today many are seeking to build integrative models, drawing back together ideas and evidence on leadership into more practically useful bundles of knowledge. The quest for a general theory of leadership that inspired Burns continues. It can be argued that Leadership proposes too great a feat of generalisation. Burns’ argument for leadership based on universal human values is powerful but undeniably normative, and the evidence is touted but not presented. This criticism does not diminish Burns’ immense contribution, but I would tend to agree with Kellerman: “to my mind, the whole of Leadership matters more than its parts” (Kellerman, 2007, p.9). Foremost, Burns’ Leadership affords great insight into the practices of political leadership, the leadership of peoples and nations, from an American perspective. It should be read in that light.
Enhances the motivation, morale, and performance of followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the project and the collective identity of the organization; being a role model for followers that inspires them and makes them interested; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that enhance their performance. TRANSFORMATIONAL LEADERSHIP THEORY James MacGregor Burns (1978) first introduced the concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well (Bass & Riggio, 2006 Transforming Leadership Transactional Leadership Bernard M. Bass (1985), extended the work of Burns (1978) by explaining the psychological mechanisms that underlie transforming and transactional leadership. Bass introduced the term 'transformational' in place of 'transforming Four Elements of Transformational Leadership Individualized Consideration – the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers.
James MacGregor Burns first introduced the concept of transformational leadership in. From “Leadership” Burns (1978). The Transformational Leadership Report. The Transforming Leader: A Meta-Ethnographic Analysis. Publication of James MacGregor Burns’s Leadership in 1978. James MacGregor Burns (1978).
This also encompasses the need for respect and celebrates the individual contribution that each follower can make to the team. The followers have a will and aspirations for self development and have intrinsic motivation for their tasks. Intellectual Stimulation – the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers.
They nurture and develop people who think independently. For such a leader, learning is a value and unexpected situations are seen as opportunities to learn. The followers ask questions, think deeply about things and figure out better ways to execute their tasks.
Inspirational Motivation – the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act.
Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities. Idealized Influence – Provides a role model for high ethical behavior, instills pride, gains respect and trust.
Transformational leadership is a style of where a leader works with subordinates to identify needed change, creating a to guide the change through inspiration, and executing the change in tandem with committed members of a group. Transformational leadership serves to enhance the motivation, morale, and of through a variety of mechanisms; these include connecting the follower's sense of and self to a and to the of the organization; being a for followers in order to inspire them and to raise their interest in the project; challenging followers to take greater for their work, and understanding the strengths and weaknesses of followers, allowing the leader to align followers with tasks that enhance their performance. Contents • • • • • • • • • • • • • • • • • • • Origins [ ] The concept of transformational leadership was initially introduced by James V. Downton, the first to coin the term 'Transformational leadership', a concept further developed by leadership expert and presidential biographer.
According to Burns, transformational leadership can be seen when 'leaders and followers make each other advance to a higher level of morality and motivation.' Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions, and motivations to work towards common goals. Unlike in the transactional approach, it is not based on a 'give and take' relationship, but on the leader's, traits and ability to make a change through example, articulation of an energizing vision and challenging goals. Transforming leaders are idealized in the sense that they are a moral exemplar of working towards the benefit of the team, organization and/or community. Burns theorized that transforming and transactional leadership were mutually exclusive styles. Later, researcher Bernard M.
Bass expanded upon Burns' original ideas to develop what is today referred to as Bass’ Transformational Leadership Theory. According to Bass, transformational leadership can be defined based on the impact that it has on followers. Transformational leaders, Bass suggested, garner trust, respect, and admiration from their followers. Bass (1985), extended the work of Burns (1978) by explaining the mechanisms that underlie transforming and transactional leadership. Bass introduced the term 'transformational' in place of 'transforming.' Bass added to the initial concepts of Burns (1978) to help explain how transformational leadership could be measured, as well as how it impacts follower motivation and performance.
The extent to which a leader is transformational, is measured first, in terms of his influence on the followers. The followers of such a leader feel trust, admiration, and respect for the leader and because of the qualities of the transformational leader are willing to work harder than originally expected. These outcomes occur because the transformational leader offers followers something more than just working for self-gain; they provide followers with an inspiring mission and vision and give them an. The leader transforms and motivates followers through his or her idealized influence (earlier referred to as charisma), intellectual stimulation and individual consideration.
In addition, this leader encourages followers to come up with new and unique ways to challenge the status quo and to alter the environment to support being successful. Finally, in contrast to Burns, Bass suggested that leadership can simultaneously display both transformational and transactional leadership. Definitions [ ]. Martin Luther King was known for using persuasive appeals based on reason.
Results of Meta Analysis finding correlation between personality traits and transformational leadership from data gathered by Joyce Bono and Timothy Judge. Extraversion [ ] The two main characteristics of extraverts are and, which relate to the social and leadership aspects of their personality, respectively. Extraversion is generally seen as an inspirational trait usually exhibited in transformational leadership. Neuroticism [ ] generally gives an individual an anxiety related to productivity which, in a group setting can be debilitating to a degree where they are unlikely to position themselves in a role of transformational leadership due to lower self-esteem and a tendency to shirk from leadership responsibilities. Openness to experience [ ] Creative expression and emotional responsiveness have been linked to a general tendency of openness to experience.
This trait is also seen as a component of transformational leadership as it relates to the ability to give big-picture visionary leadership for an. Agreeableness [ ] Although not a trait which specifically points to transformational leadership, leaders in general possess an agreeable nature stemming from a natural concern for others and high levels of individual consideration. And idealized influence is a classic ability of individuals who possess agreeability. Conscientiousness [ ] Strong sense of direction and the ability to put large amounts of productive work into tasks is the by-product of leaders.
This trait is more linked to a transactional form of leadership given the management-based abilities of such individuals and the detail oriented nature of their personality. Measurement [ ] One of the ways in which transformational leadership is measured is through use of the (MLQ), a survey which identifies different leadership characteristics based on examples and provides a basis for leadership training. Early development was limited because the knowledge in this area was primitive, and as such, finding good examples for the items in the questionnaire was difficult. Subsequent development on the MLQ led to the current version of the survey, the MLQ5X.
The current version of the MLQ5X includes 36 items that are broken down into 9 scales with 4 items measuring each scale. Subsequent validation work by and his colleagues provided strong evidence supporting the validity and reliability of the MLQ5X. Indeed, Antonakis went on to confirm the viability of the proposed nine-factor MLQ model, using two very large samples. Although other researchers have still been critical of the MLQ model, since 2003 no one has been able to provide dis-confirming evidence of the theorized nine-factor model with such large sample sizes as those published by Antonakis. In regards to transformational leadership, the first 5 components - Idealized Attributes, Idealized Behaviors, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration - are considered to be transformational leadership behaviors. Effectiveness as compared to other leadership styles [ ] Studies have shown that transformational leadership styles are associated with positive outcomes in relation to other leadership styles. According to studies performed by Lowe, Kroeck, and Sivasubramaniam, charisma (or Idealized Influence) was found to be a variable that was most strongly related to leader effectiveness among MLQ scales.
Other studies show that transformational leadership is positively associated with employee outcomes including commitment, role clarity, and well-being. Transactional leadership [ ] In contrast to transformational leadership, styles focus on the use of rewards and punishments in order to achieve compliance from followers.
Transformational leaders look towards changing the future to inspire followers and accomplish goals, whereas transactional leaders seek to maintain the status quo, not aiming for progress. The MLQ does test for some transactional leadership elements - Contingent Reward and Management-by-Exception - and the results for these elements are often compared to those for the transformational elements tested by the MLQ. Studies have shown transformational leadership practices lead to higher satisfaction with leader among followers and greater leader effectiveness, while transactional practices lead to higher follower job satisfaction and leader job performance. Laissez-faire leadership [ ] In a laissez-faire leadership style, a person may be given a leadership position without providing leadership, which leaves followers to fend for themselves. This leads to subordinates having a free hand in deciding policies and methods.
Studies have shown that while transformational leadership styles are associated with positive outcomes, laissez-faire leadership is associated with negative outcomes, especially in terms of follower satisfaction with leader and leader effectiveness. Also, other studies comparing the leadership styles of men and women have shown that female leaders tend to be more transformational with their leadership styles, whereas laissez-faire leadership is more prevalent in male leaders. Factors affecting use [ ] Phipps suggests that the individual personality of a leader heavily affects his or her leadership style, specifically with regard to the following components of the: openness to experience, conscientiousness, extraversion/introversion, agreeableness, and neuroticism/emotional stability (OCEAN). Phipps also proposed that all the Big Five dimensions would be positively related to transformational leadership. Openness to experience allows the leader to be more accepting of novel ideas and thus more likely to stimulate the follower intellectually.
Conscientious leaders are achievement oriented and thus more likely to motivate their followers to achieve organizational goals. Extraverted and agreeable individuals are more outgoing and pleasant, respectively, and more likely to have successful interpersonal relationships. Thus, they are more likely to influence their followers and to be considerate towards them. Emotionally stable leaders would be better able to influence their followers because their stability would enable them to be better role models to followers and to thoroughly engage them in the goal fulfillment process.
A specific example of cultural background affecting the effectiveness of transformational leadership would be Indian culture, where a nurturant-task style of leadership has been shown to be an effective leadership style. Singh and Bhandarker (1990) demonstrated that effective transformational leaders in India are likes heads of Indian families taking personal interest in the welfare of their followers. Leaders in Indian organizations are therefore more likely to exhibit transformational behaviors if their followers are more self-effacing in approaching the leaders. It is also hypothesized in general that subordinates’ being socialized to be less assertive, self-confident, and independent would enhance superiors’ exhibition of transformational leadership. There is also evidence to suggest that social demographics do not necessarily affect transformational leadership styles. However, follower characteristics, combined with their perceptions of the leader and their own situation, did appear to moderate the connection between transformational leadership and subordinates’ willingness to take charge and be good organizational citizens. For instance, if subordinates in a work group perceive their leader to be prototypical of them, then transformational leadership would have less of an impact on their willingness to engage in organizational citizenship behaviors.
Likewise, if subordinates are goal oriented and possess a traditional view of the organizational hierarchy, they tend to be less affected by transformational leadership. Self-motivated employees are less likely to need transformational leaders to prod them into action, while “traditionalists” tend to see positive organizational citizenship as something expected given their roles as followers—not something they need to be “inspired” to do. Evidence suggests that the above sets of factors act, in essence, as both inhibitors of and substitutes for transformational leadership. As inhibitors, the presence of any of these factors—either independently or especially collectively—could make the presence of a transformational leader “redundant” since followers’ positive behavior would instead be sparked by their own motivations or perceptions. On the other hand, when these factors are not present (e.g., employees in a work group do not see their leader as “one of us”), then transformational leadership is likely to have a much greater impact on subordinates. In essence, when such “favorable conditions” are not present, managers—and the organizations they work for—should see a better return on investment from transformational leadership. It was shown that leader continuity enhanced the effect of transformational leadership on role clarity and commitment, indicating that it takes time before transformational leaders actually have an effect on employees.
Furthermore, co-worker support enhanced the effect on commitment, reflecting the role of followers in the transformational leadership process. However, there are also factors that would serve to hinder the exhibition of transformational leadership, including the organizational structure, ongoing change, the leaders’ working conditions, and the leaders' elevated perceptions of personal power. Outcomes [ ] Implementing transformational leadership has many positive outcomes not only in the workplace but in other situations as well. Evidence shows that each of the previously talked about four components of transformational leadership are significantly associated with positive emotions and outcomes in the workplace as well as in team projects performed online. One recent study indicates that these four components are significantly associated with higher job satisfaction and the effectiveness of the employees. Both intellectual stimulation and inspirational motivation are associated with a higher degree of positive emotions in the workplace such as enthusiasm, happiness, and a sense of pride in the follower’s work.
When transformational leadership was used in a nursing environment, researchers found that it led to an increase in organizational commitment. A separate study examined that way that transformational leadership and transactional leadership compare when implemented into an online class. The results of this study indicate that transformational leadership increases cognitive effort while transactional leadership decreases it. Examples [ ] Nelson Mandela [ ] Nelson Mandela used transformational leadership principles while working to abolish apartheid and enforce change in South Africa. In 1995, he visited, the widow of the architect of apartheid Hendrik Verwoerd, at her home in Orania. Orania was an Afrikaner homeland and a striking anachronistic symbol of racial separation, and Mandela's recurring emphasis on forgiveness contributed toward the healing the prejudices of South Africa and as vast influence as a leader. In 2000, he was quoted as saying, 'For all people who have found themselves in the position of being in jail and trying to transform society, forgiveness is natural because you have no time to be retaliative.'
He also set an example for others to follow in terms of sacrifice and philanthropy. Schoemaker describes one such instance: 'One such leader received a call from Mandela's office requesting that he accompany the President to the Eastern Cape. This leader was less than enthusiastic and pleaded that he had an appointment around mid-day clashing with Mandela's request. But there was no denying Mandela, so the leader agreed to go--but first consulted with his financial director to set a reasonable limit on the size of the anticipated donation request. They settled on 500,000 Rand, or about $50,000 in those days.upon landing, about 80,000 black school children--all adorned in crisp white shirts--simultaneously bowed to acknowledge the great man's arrival. As they were climbing down from the helicopter, Mandela planted his hand firmly in his guest's back and said, 'Now, I hope you are not going to disappoint me?' The business leader decided in that instance to double the donation.how could he tell a man who sacrificed as much as Mandela that he couldn't afford to be more generous?'
Other Contexts [ ] Transformational leadership studies have been conducted in a variety of contexts including military, education, higher education teaching, and business. Future [ ] The evolution of transformational leadership in the is tied to the development of organizational leadership in an academic setting. As organizations move from position-based responsibilities to task-based responsibilities, transformational leadership is redefined to continue to develop individual commitment to organizational goals by aligning these goals with the interests of their leadership community. The academic community is a front-runner in this sense of redefining transformational leadership to suit these changes in job definition.
The future of transformational leadership is also related to and a more homogenous spectrum of economic systems under which organizations find themselves operating. Cultural and geographical dimensions of transformational leadership become blurred as globalization renders ethnically specific collectivist and individualistic effects of organizational behavior obsolete in a more diversified workplace. The concept of transformational leadership further needs clarification, especially when a leader is declared as a transformational or transactional leader. While discussing Jinnah's leadership style, Yousaf (2015) argued that it is not a number of followers, but the nature of the change that indicates whether a leaders is transformational or transactional. References [ ]. Retrieved 2016-05-23. Transformational leadership[:] Style of leadership in which the leader identifies the needed change, creates a vision to guide the change through inspiration, and executes the change with the commitment of the members of the group.
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