Transformational Leadership Theory: Michelle Loconte

 



In 1978, James MacGregor Burns developed the concept of transformational leadership.  Before the transformational leadership theory, earlier theories identified three different leadership styles:

• laissez-faire- this style applied to leaders who had minimal use of authority.  Laissez-faire leadership was meant for followers that were highly capable and highly motivated.  A leader to these types of followers does not need to initiate structure because it is already there.  These followers need  little supportive behavior from their leader because they are self-motivated.
• democratic leadership- this style allows workers to be involved in decision-making.  This style could cause problems if the workplace had a wide range of viewpoints.  Although problems may arise, studies have found that the democratic leadership style is the most effective.
• autocratic leadership- the style of leadership is characterized by low level of follower involvement- especially in making decisions.  An autocratic leader is high-task behavior and low-relationship behavior.  Autocratic leadership would apply to workers at low developmental stages, but it also causes workers to become unhappy.

When Burns developed the transformational leadership theory, he defined it as a process where leaders and followers help each other to advance to a higher level of morale and motivation.  After developing the theory, another concept approached that differed greatly from transformational leadership; the concept of transactional leadership.  Transactional leadership is a style in which the leader gives something to get something or withholds something to get something.  This style greatly involves the use of power in a leadership/follower relationship.  In comparison to transactional leadership, the concept of transformational leadership is on the opposite end of the spectrum.  Transformational leadership encompasses three major concepts that dive much deeper into a leader/follower relationship than transactional leadership's exchange level could.  These three transformational leadership concepts include:

1. The leader becomes the moral exemplar of the organization's mission.  Just as Gandhi exemplified non-violent protest, a leader must become the epitome of the organization's vision.
2. The leader articulate the vision and builds awareness, but also tends to the needs, concerns, and motives of the followers.  Gandhi built a foundation around non-violent protest, but he also listened to his followers and took their opinions into account.
3. The leader helps followers by building the team's capacity both morally and technically.

 

 

 

Over time, researchers have developed four common factors that are associated with transformational leadership:

1. idealized influence: This factor is the leader's ability to affect follower loyalty.  The leader sets a moral example and sharing a vision and mission with the followers.  A charismatic leader is often followed after the old way has failed.  The followers are under stress, and a charismatic leader happens to be in the right place at the right time.  For example a failing school may require a new leader who is enthusiastic and encouraging change.  When the school finds success, they must develop policies and protocols to keep the influence stable and endure.
2. inspirational motivation: This factor relates to the leader's ability to communicate effectively.  A leader who communicates and motivates workers to consistently improve can accomplish goals.  The expectations of the followers must be shared.  When expectations are reached, they must increase the expectations.  This constant increase rate will help workers gain confidence and create better and more productive work.
3. intellectual stimulation: Leaders challenge traditional organizational assumptions and followers confront their own beliefs and behaviors.  The leaders encourage works to become problem solvers.  Roles change as followers solve problems and leaders take guidance from follower input.  Leaders help followers develop capabilities and collaboration skills. 
4. individualized consideration: Leaders must also attend to individual needs through coaching and mentoring.  This factor involves low task behavior and high relationship behavior.  Consideration is involved on group levels and individual levels.  Some leaders will give out a variety of management level responsibilities to followers based on their individual talents and abilities.  One leader that used this method often was Andrew Carnegie.  He was a leader who was sensitive to the needs of blue-collar and white-collar workers. 

 



Transformational leadership is often considered as a goal, not a leadership style.  The four factors of successful transformational leadership are built over time and experience in relationships, people, and issues.  However, Gary Yukl developed a list of ideas to help leaders become transformational:

 

• develop a challenging vision with followers
• link the vision with a strategy for achievement
• develop a specific vision and translate it into actions
• express confidence and optimism about the vision and its implementations
• accomplish the vision through small, planned successes moving toward its full implementation





1. List some potential problems with following a charismatic leader.
2. Provide an example of transactional leadership today.