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: 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).