Transformational leadership is perhaps the modern category of leadership which not only conceives from the point of view of leaders but it also attempts to renovate the followers or subordinates into leaders.
" facilitates a redefinition of people's mission and vision, a renewal of their commitment and the restructuring of their systems for goal accomplishment. It is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents. Hence, Transformational leadership must be grounded in moral foundations." (Leithwood, as cited in Cashin et al., 2000, p.1).
1. Genuine Transformational leadership builds indisputable trust between leaders and followers. They believe that without constant commitment, enforcement and modeling of leadership, standards of business ethics cannot be attained in organizations.
3. They increase the awareness of what is right, important, and beautiful, when they help to elevate followers' needs for achievement and self-actualization, when they foster in followers higher moral maturity, and when they move followers to go beyond their self-interests for the good of their group, organization, or society. The truly transformational leader is that who seeks the greatest quality for the greatest number and thus sets an example to followers about the value of valid and accurate communication in followers.
4. In organizations where Transformational leadership has a broad influence, at times both leadership and follower-ship are equal but they perform different activities at different times. Individuals who assume leadership roles have sound visioning, interpersonal and organizational skills, and the desire and willingness to lead. Effective followers are distinguished by their capacity for self-management, strong commitment and courage (Kelley, 1995).
5. Transformational leadership is elevating. It is moral but not moralistic. Leaders engage with followers, but from higher levels of morality; in the enmeshing of goals and values both leaders and followers are raised to more principled levels of judgment.
Difference between Transformational Leadership and
Evolution of Transformational leadership is probably too old but the main consideration and educational debates on the nature and efficacy of Transformational leadership has been developed since 1970. Initially the idea of Transformational leadership was developed by Bernard Bass, who opposed the Burns' conception of transactional and Transformational leadership…
Various authors have suggested that different theories in leadership such as trait theories, behavioural as well as contingency theories have been developed to explain the impact of leadership styles on the performance of the organisation as a whole. However, recent studies have shown that transformational leadership is more ideal during the contemporary period since it is adaptive to change.
Fred Fiedler developed the first contingency model for leadership, known as The Fiedler contingency model. It is suggested the model is "the most comprehensive programme of research ever conducted on leadership" (Fiedler, 1967, as cited in Elkin and Inkson, 2000, p.
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Many of us have known poor leaders who promote their own image by taking credit for work done by others, who are selfish, inconsiderate, or tyrannical with followers, or who are unfair, dishonest, and threatened by competence in other people.
It has an important bearing on communication and also on the nature and quality of decisions to overcome the risk. Structure of an organization provides the frame work for accomplishing the work of the organization. Structure is essential for the efficient and effective management of work, power and control.
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The author states that the interest in transformational leadership is as a result of two tendencies. First, important international changes in the economy from the early 1970s meant that a lot of large companies in the west, such as AT&T and General Motors had to put into consideration extreme changes in their methods of conducting business.
rs has yielded many leadership theories involving function, traits, behaviour, situational interaction, values, vision, intelligence, charisma and power amongst others. Amongst many theories that have developed on leadership are transactional and transformational leadership
As the paper, Transformational Leadership, declares leaders are followed by people whereas managers have people who work under them. The two terms might have different meanings, but they go hand in hand. The vital aim of this paper is to give an in-depth meaning of leadership and management styles in the field of nursing.
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