Transformational Leadership

1. Transformational Leadership October Hudley Regina Lynn

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

3. Theory • 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

4. Components or Approach Transformational Leadership four main actors: • Idealized Influence • Inspirational motivation • Intellectual motivation • Individualized consideration

5. Strengths • 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

6. Weaknesses • 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

7. Practical Uses • 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

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