Transformational Leadership Research

The origin of transformational leadership 4 4. The development of transformational leadership 6 5. Measurement 7 6. Elements of transformational leadership 8 7. Characteristics of a transformational leader 10 8. This has also subsequently led to the development of numerous concepts as regards to the leadership styles illustrated by various individuals. Moreover, further research has been done to integrate and relate various leadership styles of rather theories to respective organizational contexts. This entails comparing the effectiveness of each leadership styles and theories in given contexts. Among these leadership styles developed by various scholars include the laissez-faire style of leadership, the autocratic leadership, participative form of leadership, transactional leadership, as well as transformational leadership. In this essay, the discussion will be based on the transformational style of leadership. The Beginning of Transformational Leadership The transformational form of leadership was first designed by James MacGregor Burns.

Macgregor originally presented the idea of transformational leadership in his descriptive investigation on administrative leaders. Transformation leadership has since then become a term that is widely applied not only in the political contexts as put forth by Burns (2003) but also in the corporate leadership context and even research on leadership. According to MacGregor, transformational leadership is a leadership style or rather a process in which the various leaders and their subscribers cooperate with each other or otherwise support one another to improve to an advanced level of morale as well as inspiration. In the advancement of the idea of transformational leadership, Burns (2003) relates to the exertion in the distinction concerning the concept of management as well as leadership. Transformational Leadership and its development After the introduction of transformational leadership in the lime of leadership and research, various scholar also participated or rather contributed to the development and even the modification of the concept of a transformational form of leadership.

Such scholars include Bernard M. Bass. Bernard M. Bass (1985), further elaborated the concept of transformational leadership that of Burns (1978) had developed. Additionally, a transformational leader emboldens his or her followers to develop different and distinctive methods to contest the status quo and to change the surroundings to facilitate success. To end with, in dissimilarity to MacGregor, Bernard recommended that leadership is able to concurrently demonstrate both transformational and transactional forms of leadership. Measurement The measurement of transformational leadership, in terms of leadership effectiveness as assessed by the personality traits, Bernard Bass contributed to the development of a measurement tool for the transformational leadership, as well as the transactional leadership. With the help of his colleague, Bruce J. Avolio, Bernard Bass developed the Multifactor Leadership Questionnaire (MLQ), which objectively aimed at assessing the various ranges of the leadership styles that had been developed (Antonakis et al.

Idealized influence First, there is the element of individualized concern. This entails the extent with which the transformational leader responds to every subscriber's wants, represents as a supporter or mentor to each of his followers, in addition, to pay attention to the follower's worries and desires. A transformational leader offers or shows understanding or rather empathy, in addition, to support to his or her followers. He or she preserves the communication open and poses tasks to his factions. This also includes the necessity for reverence and rejoices or compliments the specific involvement that every devotee makes to the group. Additionally, in the element of intellectual stimulation, the followers should not only ask questions but also contemplate intensely around issues besides figuring out improved means to accomplish their responsibilities.

Thirdly, idealized influence is another element of transformational leadership. This element makes available a mentor or model for great moral conduct. It also imparts self-importance, achieves reverence and confidence. Taking it as a growth and improvement instrument, the concept of idealized influence in transformational leadership, therefore, entails one leading as an influencing example. Among these factors is the factor of an individual’s personality traits. Individuals portray various personality traits, as well as varying levels of ego. This, therefore, defines the form of leadership that that particular individual may exhibit or even the ability to combine various forms of leadership. In regards to transactional leadership, there are five basic personality traits that have been found to define a transformational leader. These character qualities comprise of extraversion, agreeableness, neuroticism, openness to experience, as well as diligence.

In short, it entails one being charismatic in his or her leadership. Thirdly, neuroticism is a personality trait strongly associated with the transformational style of leadership. Tied with the symptom of experiencing anxiety, it positively impacts a leader such that he or she experiences positive anxiety that leads to improved productivity in one’s line of leadership (Joyce et al. A transformational leader should also be open to experiences. It is from these experiences that the leaders adopt or rather learn new visionary ideas for the group or organization that they are leading. Additionally, transformational leaders aim at identifying their follower's needs, address them as well as motivate his or her followers in a skillful way. All these characteristics make a transformational leader a people’s person, who instills the sense of belonging and participation in his or her followers.

This is an aspect that is crucial to the productivity performance of employees in the corporate environment. Corporate learning is easy and effective with transformational leaders. The aspect of training employees is mandatory if an organizational looks up to attaining efficiency, effectiveness, and even remain competitive. This is through the sense of giving the employees the opportunity to develop new ideas for the organizations as well as participate in the development and implementation of these ideas. Additionally, transformational leadership drives new initiatives by challenging the status quo of their organizations. Transformational leaders also inspire or rather motivate employees to build change within themselves, an aspect that can lead to the development of new initiative and projects (Erkutlu, 2008). Good examples of transformational leaders who have initiatives new initiatives lie in the technology industry.

These are silent leaders who have not only achieved transformation in technology but also achieved an impact that has been spread across all sectors or rather industries. In transactional leadership system, the leader works with the current status quo and only seeks compliance from his or her followers. The Future of Transformational Leadership Considering the digital age and technological improvement that are likely to be faced on the future, transformational leadership is becoming more relevant than ever. Transformation drives technology. In the same way, technology has ruled over all aspects of the society, politically, socially and even economically (Bernard, 2000). Therefore, transformational leadership will be more relevant and applicable in the future of technology as the goal of globalization in all dimensions (that is political, socially and economically) is being achieved.