Transformational leadership concept first introduced by leadership researcher named James Mckergor Burns in 1978.
Barnes described transformational leadership as a process in which "leaders cause the followers to increase level of morality and motivation" Barnes referred to difficulties in the distinction between management and leadership and argued that there is a difference in characteristics and behaviors of their sons.
He drowned two concepts: "Leadership rewards" and "transformational leadership." He claims that transformational leadership creates a significant change in people's and organizations. Transformational leadership reshapes the old values, changing expectations and aspirations of workers. Transformational leadership is not based on exchange relationships but on personal leadership, someone's ability to systematically change by inspiring, with vision and goals.
Concept Development
Another researcher, Bernard M.. Bass (1985) proposed a theory of transformational leadership that adds the first ideas of Burns (1978) [2]. The extent to which the leader is a designer, is measured primarily in terms of the impact of the leader led. Designer leader's followers feel trust, admiration, loyalty and respect towards the leader, and they are motivated to do more than he expected to do at first. Designer leader motivates followers by charisma, intellectual stimulation and consideration in particular. In addition, transformational leadership, looking for new ways of working, trying to identify new opportunities against the risks and tries to leave the status quo and change the environment.
Researchers (Buss & Avolio, 1993), conducted an empirical study of the mapping created by the leadership styles common among commanders and managers. They name the two categories (rewarding leadership and transformational leadership) on the sequence, creating more steps in the transition between these two types of leadership. This model is called "full-range model of leadership"[3].
Concept Components
Personal attention - the leader gives the individual the needed attention, empathy and supportive attitude, open communication, personal challenges, guides, advises and tutorials. Employees react by discovering a desire for personal development through the receipt of assignments that will allow them to learn new things and have an internal motivation (as opposed to external) to perform tasks.
Intellectual challenge - represents the aspects related Meigauteime troubleshooting. Challenges the prevailing forms of thought and encourages creative thinking contributes to the development of more alternatives for action. Nurture and develop the people who think independently. Learning is a value - unusual situations perceived opportunities for learning. Employees, in turn, are willing to ask questions and think things through and think of better ways to perform their tasks.
Inspiration and motivation - motivation using an emotional connection, trust, integrity. Represents the energy, initiative, tenacity and ability to see the future, which often used to distinguish between the leader of an extraordinary leader. Leader with a clear vision, it is a transceiver with enthusiasm. He sure realization of its goals and raises the expectations of the people themselves and the confidence in their ability to succeed. Therefore, employees are willing to invest more effort to meet their tasks, they are encouraged and optimistic about the future and believe that they can make it.
A model identification - the highest level of transformational leadership. The leader provides followers a vision of a common design and purpose, values and norms deserve that give meaning to action. Gives pride and mission, increases the ability to do things, give a personal example. Employees trust the leader and appreciate it, identify with the goals and want to be like him and probably internalize the leader will behave in a 'spirit' is also in his absence.
Research in the Field
Term research, questionnaire was used called multi-factor Leadership Questionnaire (MLQ) to measure various factors of transformational leadership and leadership rewards (Bass, 1985). Questionnaire scales measure different aspects of transformational leadership and leadership rewards are based on factor analysis of the initial questionnaire in later versions. Initial research on the components of transformational leadership was limited, because knowledge of the subject was still too primitive to find good examples to use as items in the questionnaire. Another weakness in the first versions of the MLQ items related to the formulation. Most of the items of the scale of the charismatic and intellectual stimulation described the results of leadership, rather than specific actions of the leader, viewable, which brought them results. In response to critics who pointed out these weaknesses, Bass and his colleagues included more items that describe behaviors leaders viewable revised version of the questionnaire (1990).
Research for Example - The Influence of Transformational Leadership Among Soldiers
The experiment was conducted for officers and soldiers in the course in 2002, statistically significant results indicating the positive effect of the organizational leadership of the officers led the soldiers in basic training. Experiment tested two groups of followers, one direct (squad commander in basic training) and the other less (recruits). In the first group seemed to improve most indices tested (efficiency at work, demand more effort and beyond), the second group also measured somewhat improvements in most indices. Conclusion transformational leadership is positively affected by the followers and takes them under the capable leadership capabilities standard[6].
Applied Implications for Managers
Researchers formulated several lines of designer leadership action. (1994 in: Levy, 2008) [7]
Open to challenging and attractive vision of working together.
Connect your vision with the strategy to attain.
Open the vision, but it translated into lines of action.
Express confidence, determination and optimism about vision and its implementation.
Realize the vision by measures designed small plates in full implementation.
References:
1. Burns, JM, (1978), Leadership, NY, Harper and Raw
2. Type Bass, B.: M, (1985), Leadership and Performance, N. Y, Free Press
3. Bass, B, M., Avolio J. B, (1993), "Transformational leadership and organizational culture",
Public Administration Quarterly, Spring ,112-121.
4. Levy, H. (2008), management and leadership change and innovation. Pomegranate Publishing
5. Popper from., Ronen A.. (1989) - on the leadership, the publication of the Ministry of
Defense, Tel Aviv
6. Dvir, T., Eden, D., Avolio, BJ, and Shamir, B. (2002). Impact of transformatial leadership on
follower development and performance: a field experiment. Academy of Management Journal, 45
(4), 735-74
7. Yukl, G. (1999). An evaluation of conceptual weaknesses in transformatial and charismatic
leadership theories. Leadership Quarterly, 10285-305
Adapted from Wikipedia
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