October Hudley Regina Lynn

 Original Early 80’s  “Transformational Leadership coined by Downton (1973)  “New Leadership” paradigm (Bryman, 1992)  Management  Social psychology  Nursing  Education  Industrial engineering

 builds trust, respect in followers, thus forming basis for acceptance of big changes  changes expectations of group members: problems CAN be solved  encourage followers ’ creativity—question old assumptions, traditions and beliefs, reframe problems  leaders pay particular attention to each individual ’ s needs for growth and achievement

Transformational Leadership four main actors:  Idealized Influence  Inspirational motivation  Intellectual motivation  Individualized consideration

 Widely researched many different perspectives  Intuitive Appeal  Process that occurs between followers and leaders  Provides a broader view of leadership that augments other leadership models  Places strong emphasis on followers’ needs, values, and morals  Evidenced to be effective

 Lacks conceptual clarity  MLQ measurement  Leadership treated as a personality trait rather than learned behavior  Lacks research to establish actual transformation of individuals/organizations  Elitist and antidemocratic  The transformational leader suffers from a “heroic leadership” bias  The potential to be abused

 followers perceive leader as being charismatic, confident, powerful, and focused on higher-order ideals.  Followers admire and trust leader and thus buy into mission, even if it requires radical changes in the organization.  Leaders act as mentors—help followers and colleagues develop potential and take responsibility for own development  Use two-way communication, and interact personally with others

 Northouse, P.G. (2013). Leadership Theory and Practice. Thousand Oaks, CA: Sage Publications Ltd.