Transformational Leadership

Transformational leadership is defined as a leadership approach that causes change in individuals and social systems.
The definition of the Transformational leadership is the leadership approach that makes change in social systems like organization as in individuals.
According to Bernard Bass, 6 transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level.

transformational leadership happens when a leader change " transform' the followers in three significant ways that results in the trusting of followers to the leader, performing behaviors that participate into the achievement of organizational targets, and being highly motivated to work at a high rate. For example, transformational leaders through intellectual stimulation cause followers to become attached to their organizations and encourage them to transcend their selfinterests and work towards group goals leading to long-term commitment (Bass, 1998). The transformational leaders make followers to be close to their organizations and hearten them to work towards group goals. Today, transformational leadership is viewed as the most prominent topic in the current research and theories of leadership (Bass, 1998; Pawar and Eastman, 1997). This pattern of influence would be consistent with the idea that transformational leaders pay special attention to each individuals abilities, aspirations and needs to enhance their confidence in respond ing to challenges facing them and their organization. The transformational leaders give special attention to individual's aspirations, abilities, needs to encourage their confidence in reacting to challenges facing them and facing the organization. Thus, because transformational leaders work towards developing followers personal interests in line with collective interests, it was not surprising that transformational leadership resonate d more positively with all level s of collectivism. They work towards developing followers interests adjacent to collective interests. They actually resounded more positively with all ranks of collectivism.

Burns (1978) used the term transforming leadership to refer to individuals who recognize the existing needs of potential followers, but go further, seeking to satisfy higher needs to engage the full person of the follower in terms of Maslows hierarchy of needs (Bass, 1985). By articulate ing a realistic vision of the future that can be shared, a transformational leader arouse s followers needs and values, direct s their attention toward s desired outcomes and away from undesired or unnecessary aspects of behaviours.

Transformational leaders articulate and share a realistic vision of the future of their organization. They stimulate followers needs and values, guide their attention in the direction of the desired outcomes and far from unnecessary or unwanted aspects of behaviors. As a consequence, followers of a transformational leader are likely to identify and become willing to engage in self-sacrificial behavior in the interest of the group and the organization (Bass, 1985; Shamir et al., 1993). Followers are likely to recognize and show the willing to engage in selfsacrificial manners in the interest of the team and the organization. Overall, the results suggest that transformational leadership has positive impact on the outcome variables. The transformational leadership has positive influence on the result variables
The theoretical model that guided this research is presented in Figure 1. Job satisfaction, organizational commitment and perceptions of organizational withdrawal behaviors (outcome variables) are hypothesized to be affected by transformational leadership behavior, with these relationships subject to the moderating effect of collectivism. - Job satisfaction, :: Job satisfaction is defined as a multi-dimensional construct and includes satisfaction with co-workers, with supervisors and with work in general. organizational commitment and: In terms of organizational commitment, we focused on affective organizational commitment, which describes an individuals psychological attachment to an organization through such feelings as loyalty, affection and belonging. perceptions of organizational withdrawal behaviours ::: Perceptions of organizational withdrawal behaviours are defined as either job or work withdrawal intentions.
Control variables

The hypothesize that is the transformational leadership behavior affect the following theoretical model; First: Job satisfaction; Job satisfaction called as multi-dimensional construct and contains gratification with colleagues with superintendents and with job in general. Second: organizational commitment; In this, the focuses are on the affective organization commitment, which illustrates the psychological of an individual link to an organization through feeling as affection, loyalty, and belonging. Third: Perceptions of organizational withdrawal behaviors: it is described as work or job withdrawal intentions - Transformational leadership represents the essential quality for successful management of transformational organizational changes.

- The essential quality is represented by Transformational leadership for prosperous management of transformational organizational changes. - It is about the quality that, in fact, so-called transactional management has missed to bring to an end of the transformational cycles with efficiency. - In that sense, the success in realizing transformational organizational changes means that the key people in an organization (managers) develop sets of appropriate skills and attributes that are characteristic to so-called transformational leaders.

The transformational organizational changes by transformational leaders can be realized by the sets of suitable skills and attributes which are developed by the key people (leaders, managers) in an organization. it creates valuable and positive change in the followers with the end goal of developing followers into leaders. transformational leadership enhance s the motivation, morale and performance of followers through a variety of mechanisms. The transformational leadership improves the morale, motivation, and performance of followers through some types of mechanisms. These include connecting the follower's sense of identity and self to the mission and the collective identity of the organization; Such as connecting the sense of follower Being a role model for followers that:    inspires them; challenging followers to take greater ownership for their work, Understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance

James MacGregor Burns (1978)[1] first introduced the concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well the transforming approach creates significant change in the life of people and organizations  The concept of transforming leadership is initially introduced by James MacGregor Burns (1978) to the study on political leaders. Now and with this term, a significant change is made to the life people, and organization using the transforming approach.

It redesigns perceptions and values, and change s expectation s and aspirations of employees.  It rearranges the values and awareness and modifies the prospects and aspirations of employees.

it is not based on a "give and take" relationship, but on the leader's personality, traits and ability to make a change through example, articulation of an energizing vision and challenging goals. It is based on the personality of the leader, traits, and leader's proficiency to carry a change through example, coining an energizing vision and articulation of challenging goals.

Transforming leaders are idealized in the sense that they are a moral exemplar of working towards the benefit of the team, organization and/or community.

The full range of leadership introduces four elements of transformational leadership:

Moderating effect of collectivism on the relationship between transformational leadership and work-related outcomes, such as facets of: y job satisfaction, y organizational commitment y Perceptions of organizational withdrawal behaviours. For these companies to operate and compete effectively and efficiently, they must understand the cultural implications involved in motivating employees in this region. Unfortunately, little is known about how different leadership styles might interact with cultural orientation to influence work-related outcomes. other cultural dimensions would also affect the relationship between transformational leadership and work-related outcomes, In the present study we focus on collectivism for a number of reasons. o First, the construct is one of the most widely studied in the leadership literature (Adler, 2002). o Second, collectivism has been found to be related to leadership styles and outcomes (Agarwal et al., 1999; House et al., 1997). o Third, collectivism has been of particular interest to cross-cultural researchers (Triandis, 1995). Besides, previous studies (e.g. Hofstede, 1980, 1997) have shown that collectivism and power distance dimensions are positively and highly correlated

y y y

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