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Running head: TRANSFORMATIONAL LEADERSHIP

TransIormational Leadership Plan
Michael N. Phan
University oI Phoenix School oI Advance Studies
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TransIormational Leadership
Common leadership studies mainly Iocuses on how to lead a given team smoothly and
eIIiciently. which is oIten called transactional leadership. These leaders can be very popular but
bring little innovation. Applying a common saying. these people may be able to change the way
the Titanic deck chairs are arranged. but cannot save the sinking ship. Sadly in most oI the
organizations. the ratio oI the transactional leaders to transIormational leaders is high. ThereIore
these organizations Iace negative growth due to large gap between how things are done and how
things should be done. (TransIormational Leadership Primer. 2008)
TransIormational Leadership is about innovation which means new thoughts are derived
and put into practice. James Mc Gregor Burns Iirst used the term transactional leadership in
1978. According to him 'transIorming leadership occurs when one or more persons engage with
others in such a way that leaders and Iollowers raise one another to higher levels oI motivation
and morality by transIorming leadership which ultimately becomes moral in that it raises the
level oI human conduct and ethical aspirations oI both the leader and led and. thus. has a
transIorming eIIect on both. These leaders welcome changes and constantly bring about
changes in themselves and those around them. In history we Iind both types oI transIormational
leaders- reputed leaders and notorious leaders. (TransIormational Leadership Primer. 2008)
Bass is a modern leadership theorist who wrote in his book improving organizational
eIIectiveness through transIormational leadership. the Iour basic theoretical qualities that a
transIormational leader should possess. The Iour qualities are charismaa quality that is diIIicult
to describe and which is something you know only Irom experience. Charisma results in the
Iollowers being identiIied with the leader. visiona quality with which the leader draws a clear
picture about the Iuture oI the team years ahead which includes all the people around him such
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that they Ieel motivated to work Ior a common obiective. and this motivation induces dedication
and a victorious Ieeling in them. intellectual stimulationwherein transIormational leaders
enable the Iollowers to exercise a diIIerent approach to older problems and break the barriers oI
conventional thinking and inspirationa quality which demands a Iair knowledge oI human
mind and behavior. Legatee is a leadershiptraining center. which describes the Iour core
strengths a transIormational leader should possess. They are the ability to control oneselI. an
attitude. which welcomes constant changes. the ability to create an impact on others and the
ability to build skills. (TransIormational Leadership Primer. 2008)
The transIormational leader works with such a style that the Iollowers are highly
motivated and enioys the work. The transIormational leaders give their percent into everything
they do. They are people oriented and thereIore they consider the people and crave Ior their
victory. The working steps oI a transIormational leader are as Iollows. 1) TransIormational
leaders develop a vision. which is capable oI motivating and bringing about changes in the
Iollowers. 2) The vision developed should be accepted by the Iollowers. Very Iew people accept
the sudden change while most people slowly welcome the change. thereIore a leader should
possess great dedication and energy and to sell the vision. Also to develop Iollowers. the leader
should be cautious in building Iaith. 3) The path to reach the goal. Some leaders may know the
path to the goal and the Iollowers should iust Iollow him while some others would not have but
would lead the team with pleasure. Though sometimes the path may not be known. with a well-
deIined vision. the path is clear. 4) The Iinal aspect is that the transIormational leader should be
in the Iront leading the team. They shoulder the responsibility oI leading the team to success.
They remain as roll model Ior the whole team. They induce enthusiasm in the team constantly
motivating all with eIIective communication. Sometimes it appears that the goal is only a
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tantalizing dream very Iar Irom realty. But with their incessant dedication. the leaders keep the
procession going. TransIormational leaders also arrange celebrations. religious Iunctions and get
together to boost the morale oI the team. Also even insigniIicant changes get a huge applause by
which the transIormational leader gathers trust Irom the Iollowers. The transIormational leader
parallely Iocuses both on the team progress and morale boosting oI the team members because
TransIormational leaders do know that only motivated team members brings success to the team.
(TransIormational Leadership. 2008)
OI late there is an increase in the interest Ior implementing transIormational leadership in
organizations. The term transIormational leadership was evolved by the political philosopher
James McGregor Burns in 1978 who deIined it as a leadership which happens when one or more
individual participate with others and the associations creates a situation where the leaders and
Iollowers appraise each other to higher standards oI motivation and morality. The outcome oI
transIormational leadership is the boosting oI morale whereby the conduct oI individuals and
ethical aspiration oI leaders and Iollowers improve. and there is a resultant transIormational
eIIect on both. The signiIicant aspect oI transIormational leadership is the resultant relationship
between the leader and the led. (Venkateswaran. 2007)
TransIormational leaders have the ability to recognize their own capability and the ability
oI other employees at workplace. which enables them to guide their perIormance and thereby
indulge in shared activity by creating a conscious atmosphere where behavior and task is
adiudged. TransIormational leaders have unlimited power in them and this power is distributed to
all workers around the leaders. These types oI leaders in an organization give importance to
substance and empower all who surround the leader`s proIessional activity. From the business
perspective. transIormational leaders envisage involvement in the long run with all parties
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concerned with the business like customers. shareholders. communities. employees and
suppliers. When equals importance is given Ior the opportunities oI all concerned shareholders
and stakeholders also enioy the advantages oI transIormational leadership. The implementation
oI transIormational leadership enhances the level oI perIormance in any industry.
(Venkateswaran. 2007)
There are Iour behavioral aspects that contribute to the Iormation oI a transIormational
leadership. They are intellectual stimulation. charisma. individualized concern and inspiration.
Charisma is explained as the ability. which leaders have to stimulate emotion in Iollowers that
will lead to a strong recognition oI the Iollowers with the leader. The charisma evokes the vision
oI the leaders and gains the trust and respect oI the Iollowers. The transIormational leader has the
ability to gain the inspiration oI colleagues and subordinates by exhibiting good behavior while
speaking about high perIormance. the utilization oI symbols to acquire the attention oI Iollowers
and acts as a role model Ior appropriate behavior. Individualized concern is exhibited whereby
the transIormational leader gives personal care and guidance to Iollowers and gives recognition
Ior outstanding perIormance and creates selI-conIidence in the person. Intellectual stimulation
deals with knowledge transIer and promotion oI intelligence and rationality. which enables
Iollowers to develop skill to Iind creative solution Ior complex problems. (Venkateswaran. 2007)
The positive behavioral traits oI the transIormational leader will inIluence the Iollowers
by liIting their morale which leaders to better perIormance and selI development instead oI
working Ior the sake oI the organization leading to overall security. However. the disadvantage
oI this concept is the assumption that leadership is a position where the leader is portrayed as the
boss. The modern concept oI transIormational leadership paves way Ior an improved level oI
perIormance. In this concept all concerned work towards a common goal and works towards a
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Iuture obiective. This concept also all concerned to question and deal with problems with a new
outlook. ThereIore. the application oI transIormational leadership requires the implementation
primarily among board oI direction. The application oI this leadership in board oI direction will
lead to the success oI the organization irrespective oI the size and geographical location in the
world. TransIormational leadership should be executed in a way that is comIortable Ior the
Iollowers. The implementation oI this strategy may instigate an attitude oI threatening in certain
circumstances especially when the new policy involves cooperation. people may Ieel their
individuality is being questioned. (Venkateswaran. 2007)
TransIormation leadership starts with varying ideologies about the selI and people around
the person. The initial change occurs when the leadership views the task Irom the perspective oI
being and not as a iob. The second change occurs when the ideology has a diIIerence Irom the
past policy oI power and control over subordinates and associates. The latest leadership strategy
is to enable associate to recognize his or her own ability and leadership capability. In the past.
leadership meant that human resources conducted their task according to the direction oI the
leader according to the leader`s aspiration but the recent trend oI leadership is mutual recognition
where both parties can transcend their limitations oI perIormance Ior a reasonable cause and
exhibit their attitude with good moral. enthusiasm. courage. trust and integrity. (Venkateswaran.
2007)
In certain organizations. transIormational leadership can pose a challenge. This is because
organizations give importance Ior human resource policies in the short run and are more interest
in reducing cost and increasing target to keep in pace with the changes in the world. The purpose
and obiective oI every business in today`s world is transIormation. TransIormation requires new
obiectives and renewed perspective that is above the current myopic managerial culture that
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hinders the required qualiIication Ior execution oI work. According to Kotter. the association oI
cultures that block change and mangers who are advised to handle transition in recent times is
lethal. (Venkateswaran. 2007)
The requirement oI leadership aIter ten years will be more than change. It will be oI
transIormation that can be obtained through learning rather than training. The training and
orientation provided Ior Iunctional skills will be ineIIicient. TransIormational leaders should be
appointed by a company`s board oI directors by taking risk because they diIIer Irom
conventional manager. Thus transIormational leadership should be chosen within the
organization because the management will have a better idea about the quality and conduct oI the
individuals. The person should preIerably be a person who has a good working experience. The
present day working environment requires transIormational leadership since this adds to the
morale and raises the standard oI human attitude and perIormance and aspiration oI all involved
in the process. It has a diversiIied eIIect on all involved and the participants seem to contribute
rather than work according to directions. (Venkateswaran. 2007)
TransIormational leaderships give importance to the ethical part oI work to consumers
and customers. Women usually Iollow this type oI leadership and it is time Ior organizations to
Iollow this method as the basic leadership policy. The survival and eIIiciency oI organizations
have a longstanding evidence and association with transIormational leadership. TransIormational
orientation gives individuals the opportunity to conduct selI-examination and then evaluate their
conduct based on present values and prospective high value actions in the organization Ior total
improvement. The eIIiciency oI a transIormational leader can be improved by conducting retreats
at regular intervals in a year with a relevant party or institution. Retreats give opportunities Ior
business executives to revive their present plan and apply critical transIormation policy and
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would enable them to use them in their Iurther conduct in the organization and bring novel strata
oI success to the company. (Venkateswaran. 2007)
It is important Ior the transIormational manager to Iind a connection between
management and leadership that eIIect business transIormation and Iinally leads to better results.
The management oI a company is more systematic and Iormal when compared to leadership.
Managerial policies and procedures are evolved Irom globally accepted skills like planning.
controlling and budgeting. Further management relies on accepted tools and techniques arrived
through testing and reason that can be applied to various situations. This is in contrast to
leadership. which revolves around the vision oI taking the organization to a pre-determined goal.
The basic requirements oI leadership is teamwork and cooperation Irom a large group oI
individuals by maintaining the key personnel in that group motivated so that the predetermined
goal is achieved as a result oI the correct transIormational outcome. There are various guidelines.
which can help a person to become a transIormational leader. A person should develop a vision.
which is understandable and acceptable to Iollowers. (Venkateswaran. 2007)
A well-deIined vision will enable Iollowers to achieve the goal and sense something good
in practicing a new method. A person should express a policy that can be applied as a vision to
one`s liIe. which is precise and has a short way to achieve it. The vision should be promoted
among others and it should have compelling voice with relevant anecdotes. The leaders should
submit the proposed vision with conIidence and optimism. II Iollowers sense inadequate
conIidence in the leader. the chances oI its achievement are less. The leader should also show
conIidence in the Iollower`s capability to achieve the vision. ConIidence building is also required
in a transIormational leader. The level oI conIidence can be raised by giving recognition to
accomplishment. II one set oI employees are successIul with the new vision it will serve as
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motivation Ior others and there will be added enthusiasm Ior hard work. Success and
accomplishments are ought to be celebrated to create optimism and dedication. The role oI
transIormational leader should include dramatic action to create waves in strategic organizational
values. Employees should be able to understand the seriousness oI vision Irom the actions oI the
leader. which include denial oI poor quality work and the absolute rework requirement oI work
to ensure high standards are met. (Venkateswaran. 2007)
The transIormational leader should Iocus on empowering subordinate and serve as an
example Ior hard in order to transIorm a company`s work culture and traiectory. The path
towards success is to challenge subordinates to improve their perIormance above the standard
expectation oI the company and acts as a stimulator Ior innovation and creativity to attain
collective leadership capability. TransIormational leadership is not applicable Ior people in the
managerial level. It can be imbibed by individuals at all levels and in all circumstances. Hence
leaders should make sure to develop leadership qualities among subordinates. This kind oI
leadership is applicable to people Irom all walks oI liIe. This has application in school. sports.
Iamily. social change. etc. A change in ideology or opinion or culture can be eIIected by
exchanging or assuring rewards. In business terms transactional leaders oIIer Iinancial reward to
motivate employees and increase productivity and deny increments Ior poor productivity. In the
political scenario. politician ensures to provide iobs Ior votes or subsidies Ior assisting them
through election campaign. (Bass & Riggio. 2005)
TransIormational leaders lead the subordinate towards growth and development by
paying attention to Iollower`s requirements and placing the obiectives oI the person. leader and
the entire team and the organization at ease. In short. transIormational leaders have the capacity
to bring out an outcome that exceeds the requirement oI the organization and enable Iollowers to
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achieve better satisIaction and commitment towards the team and the organization.
TransIormational leadership has been a successIul tool in the military. However. latest Iindings
state that it is applicable to all sectors and every social circumstance. Psychology and economics
go hand in hand when it comes to transIormational leadership with personal motivation
converting to Iinancial rewards on the successIul accomplishment oI the mission. Transactional
leadership ensures that the Iollower will be rewarded only Ior a speciIic outcome but
transIormational leadership ensures that the Iollower is comIortable with the idea and there is
compliance and commitment and the vision engages the person and Ieels selI worth. ThereIore
the basic idea oI a transIormational leader is to motivate other to increase perIormance or
productivity. TransIormational leadership can be either participative or directive. The charisma
used by transIormational leaders has turned havoc on Iollowers in the case oI charismatic leaders
like AdolI Hitler and Osama Bin Laden who exploit Iollowers Ior personal and selI-aggrandizing
obiectives. Authentic transIormational leaders give more and exhibit high levels oI involvement
instead oI imposing superiority. (Bass & Riggio. 2005)
An authentic transIormational leader gives importance to challenges and persuasion by
explaining the meaning oI the challenge. They adorn the role oI model Iollowers. which creates
interest Ior all associated with the leader. True leaders are respected. admired and trusted.
Followers then identiIy themselves with the leader and would like to Iollow them by admiring
extensive levels oI capabilities. determination and persistence. This is called idealized inIluence.
The level oI Iollower`s commitment is measured through the nature oI interaction. which the
leader initiates. A collective enthusiasm is usually Iormed to achieve the mission and reassure the
Iollowers that hindrances can be overcome. Leaders who cast idealized inIluence have the
willingness to take risk and have consistency in their approach. They are reliable and can be
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trusted Ior doing the right thing due their moral and ethical orientation. As an inspirational
motivator. transIormational leader evokes team spirit. (Bass & Riggio. 2005)
Optimism and enthusiasm are other positive traits. This enables leaders to attract
Iollowers to accomplish Iuture obiectives through clear communication and instill a Ieeling that
Iollowers will also require to meet the target. Since this is a shared vision all concerned should
be demonstrated about the reason Ior achievement oI a high set goal. Contingent reward is an
aspect oI constructive transaction that has resulted in good outcomes Ior higher perIormance and
development levels. Contingent reward leaders assign work and take the consent oI the Iollower
Ior satisIactory perIormance oI the task. This is a transactional reward but it will turn to be
transIormational when the reward is psychological when the Iollower is appreciated Ior the good
work or improvement in productivity. (Bass & Riggio. 2005)
TransIormational leadership can be better understood as a task involving development
through delegation. The best methods oI delegating work are learnt by a manger through practice
and on the iob experience. The manager should recognize the Iact that learning is an outcome oI
the opportunities encountered during a iob. This is the reason why people with more exposure
and opportunities and people who have worked with a number oI assignments during their career
have the additional edge oI developing and growing in a proIessional manner to evolve later into
successIul managers oI their own. (Bass & Avolio. 1993)
Organizations can bestow opportunities on potential managers by rotating their task and
by giving more opportunities in various departments Ior a particular period oI time. The rotation
oI managers can also be used to evaluate their ability to Iunction in various situations comprising
diIIerent tasks and challenges. This gives room Ior conversion oI latent talent into practical
talent. The rotational strategy oI the organization to tap the potential oI transIormational
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leadership is a short duration process and it may sometimes obstruct the Ilow oI the
organization`s Iunction. Hence alternate methods are required to develop a leader within the
organization. Delegation is a good tool to assign authority and it is Irequently used by
organizations worldwide. (Bass & Avolio. 1993)
Delegation is conceived to be a managerial tool which is also recognized as a decision
making process or a method to get things done by others especially when perIormance is
expected above the preconceived levels. Delegation is sometimes viewed as a narrow method oI
using the ability and potential oI a person though it gives several opportunities Ior improving
skills and increasing personal involvement. TransIormational leader can be called as a
development leader because the leader exchanges a value based idea. which involves the
development oI the Iollower with a need Ior negotiation Ior betterment. The obiective oI the
leader is to correct an issue or to get into an agreement to increase the likelihood oI achieving
better outcomes. It includes the requirement Ior a change in the Iollower`s belieIs. need and
value. (Bass & Avolio. 1993)
TransIormational leadership gives importance to emotions. imagination and intellect oI
all concerned and gives opportunity to increase a person`s perIormance capability under
pressure. challenging work atmosphere and deal with problems at work. ThereIore the leadership
aims to implement change by strengthening the ability oI person by enhancing the interaction
capability oI a person in a complex situation to utilize creativity when there are obstacles and
conIlict Ior improvement. Behavioral change is one oI the key Iactors Ior transIormation oI an
individual. Conventional approach is replaced by exhilarating experience to identiIy the potential
oI a person where the learning oI the person is directed towards an improved traiectory. The
outcome oI such training is a cycle oI personalized experiences that penetrate into a person Ior
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deeper progress and results in powerIul perIormance. TransIormational leaders instill increased
conIidence. deeper insight. better understanding. increased understanding about capabilities.
increased understanding about structural Iactors and a greater sense oI individual authority in the
Iollowers. The Iollowers will also be empowered to recognize and contribute their work with
diversity in an inIormed and enriched working atmosphere. which results in better eIIectiveness
oI services. ('Breaking Throughs Transformational Leadership Programme. 2008)
TransIormational leadership requires change to be implemented and sustained in an
organization. Rather than demonstration. transIormational leadership is learning and working
together process where both the leader and Iollower involve in a particular task. The inIluence oI
the leader is more on the behavior. which results in the action oI the subordinate and getting
people to involve in their work especially in the case oI multi-tasking. The word criticism does
not hold well in transIormational leaders Ior the mistake oI a Iollower. The mistake or error in
the perIormance is corrected by the leader`s involvement and guidance about how the work has
to be perIormed. Encouragement is the most important part Ior Iollowers who have already
implemented the new policies while appreciation; praise and reward are the signiIicant Iactor to
sustain the perIormance oI Iollowers who have already accomplished the vision and mission oI
the transIormational leader. This boosts conIidence and instills credibility about the ideas and
vision oI the transIormational leader. (Hellingsworth. Best. & Valence. 2002)
A transIormation leader uses the inborn leadership quality to perceive leadership in
Iollowers. SelI-schema is an important aspect oI leaders who display a diIIerent traiectory in
invoking leadership. The leader prototype is selI-deIining Ior Iollowers wherein the experience
oI leaders in other settings stimulates the actions to inIluence action oI Iollowers. The action oI
leaders Irom diIIerent demographic regions varies and they display diIIerent leadership selI-
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schema. Besides this. there are gender diIIerences when it comes to transIormational leadership.
Male and Iemale leaders manage Iollowers Irom diIIerent perspectives. (Hogg & Tindale. 2001)
In conclusion. transIormational leaders lead the change in an organization. society or
group by implementing their selI developed policies and the strategies they have arrived at Irom
previous work experiences. The transIormation leaders is not a boss who directs Iollowers to
implement actions. but the leader is a member oI a group or team who instills conIidence.
improves intellect and Iunctionality and builds conIidence among the team members. By
involving in the team. the leader Iinds better acceptance Ior new policies and procedures. which
leads to the substantiation oI the leader`s vision. The leader also gives opportunity Ior Iollowers
to discover their individuality and personal capability. which eventually leads to better
perIormance and improvement in the assigned task that is beyond the expected level oI
perIormance. ThereIore. a transIormational leader lead the change in any set up and contributes
to the overall improvement oI perIormance.
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ReIerences
Bass. B. M.. & Avolio. B. J. (1993) 'Improving Organizational EIIectiveness through
TransIormational Leadership London: Sage.
Bass. B. M.. & Riggio. R. E. (2005) 'TransIormational Leadership London: Routledge
Burns. M. J. (1978). Leadership. Harper & Row.
N. A. (2008) 'Breaking Through`s 'TransIormational Leadership Programme`
Retrieved 22 August. 2008 from
http://www.kingsIund.org.uk/leadership/breaking.html
N. A. (2008) 'TransIormational Leadership Primer Retrieved 22 August. 2008 Irom
http://www.legacee.com/InIo/Leadership/LeaderResources.html
N. A. (2008) 'TransIormational Leadership Retrieved 22 August. 2008 Irom
http://changingminds.org/disciplines/leadership/styles/transIormationalleadership.htm
Hellingsworth. B.. Best. R.. & Valence. Gerard de. (2002) 'Design and Construction
Butterworth-Heinemann.
Hogg. M. A.. & Tindale. R. S. (2001). Group Processes. New Jersey: Blackwell Publishing.
Venkateswaran. N. (2007. Feb) 'TransIormational Leadership Retrieved 22 August. 2008 Irom
http://www.indianmba.com/FacultyColumn/FC512/Ic512.html