Dipaali Pulekar
PhD,Scholar
SNDT Womens’ University
HR Department, Thakur Institute of Management Research
and Studies, India
Abstract:
This research paper aims to understand and study
the nuances of elements involved in definitions of Transformational Leadership
style which have been ever evolving. The study refers the secondary sources
fundamentally and captures the dimensions of definitions.
The study looks into different literature and
research papers to understand the ever growing multi dimensional nuances of
definition on Transformational Leadership.
The poignant study of Jim Kouzes (2010)
emphasizes that “Leadership is not just something about people who are CEOs and
those who make it to the cover of magazines. It is something that is not
dependent on age, gender or position. Leadership is something everyone can
do”(p.30). This research study is a part of the thesis work undertaken for the
topic on Transformational Leadership
Keywords
Transformational, Leadership, Definitions, Evolution,
elements, process based, and traits based
1. INTRODUCTION
Transformational Leadership evolved from Weber’s theory
(1952; 1978) theory about charisma.
J V Downtown is a sociologist known for his research on
charismatic leadership, activism, and new religious movements? He received his
PhD. from the University of California, Berkeley in 1968 with his thesis, Rebel
leadership: revisiting the concept of charisma, a subject he developed more
fully in his 1973 book, Rebel Leadership: Commitment and Charisma in the
Revolutionary Process. He was the first to coin the term "Transformational leadership", a
concept further developed by James MacGregor Burns, and one of the key concepts
in leadership research over the past 25 years. In the informative study by
Carver,Deborah (1989) in the
essay A Transformational
leadership: A Bibliographic Essay mentions that the researcher Warren Bennis
one of the most published researcher has noted that there are more than 350
definitions of leaders and thousands of empirical investigations but never
have so
many labored so long to say so little Burns has commented that
leadership is one of the most observed and least understood phenomenon.
The informative study of Burns (1978) introduced the concept of
transformational leadership, describing it as not a set of specific behaviors
but rather a process by which "leaders and followers raise one another to
higher levels of morality and motivation" (p. 20).
Transformational leadership from its
evolution is defined in thousands of ways. The very popularity of getting more
than 350 definitions speaks in loads and tones the journey of additional
elements which got added during the different studies and literature. The
screen shots taken from Google trends gives us informative insights of how the
term Transformational Leadership is most frequently searched and has popularity
even region wise.
Objective
1.
To
understand the evolution of definitions in Transformational Leadership
2.
To
understand the elements covered in the definitions of Transformational Leadership
Research Methodology
Study of Secondary Sources
Transformational
leadership from Grass roots
Burns (1978), “Transformational leadership occurs when
one or more persons engage with
others in such a way that the leaders and followers raise
one another to higher
levels of motivation and morality” (p. 20)
Bernard Bass(1985) “Transformational leaders attempt and
succeed in raising colleagues, subordinates, followers, clients or
constituencies to a greater level of awareness about issues of consequence
(Bass, 1985; Yukl, 1999a; 1999b)Transformational leadership,
which can be defined as the process of influencing major changes in the
attitudes, beliefs, and values of followers to a point where the goals of an
organization and the vision of the leader are internalized and followers
achieve performances beyond expectations
The term transformational leadership refers to that particular stratum
of leadership which is inclusive of the ability to impact and develop
extensive effects within an organization.
Transformational
leadership is “the process of influencing major changes in the attitudes and
assumptions of organization members and building commitment for the
organization's mission or objective” (Yukl, 1989, p. 204).
James M. Kouzes and Barry Z. Posner: “Transformational leaders attempt
to raise the level of consciousness of followers by appealing to higher ideals
and values and not emotions such as fear and greed
Bass (1990b,
p. 21) transformational leadership “occurs when leaders broaden and elevate the
interests of their employees, when they generate awareness and acceptance of
the purposes and mission of the group, and when they stir employees to look
beyond their own self-interest for the good of the group.”
Sergiovanni (1991) defined transformational leadership
with three concepts: building, bonding, and banking
(Avolia,
Waldman, & Yammarino, 1991) Transformational leadership describes a
process by which leaders bring about significant positive changes in
individuals, groups, teams, and organizations by using inspiration, vision, and
the ability to motivate followers to transcend their self-interests for a
collective purpose.
Leithwood (1992) stated, “Transformational leadership is
a collaborative, shared decision-making approach; an emphasis on teacher
professionalism and empowerment; and an understanding of change, including how
to encourage change in others” (p. 10)
Leithwood, Begley and Cousins (1994) define
transformational leadership as follows: The term ‘transform’ implies major
changes in the form, nature, function and/or potential of some phenomenon;
applied to leadership, it specifies general ends to be pursued although it is
largely mute with respect to means. From this beginning, we consider the
central purpose of transformational leadership to be the enhancement of the
individual and collective problem-solving capacities of organizational members;
such capacities are exercised in the identification of goals to be achieved and
practices to be used in their achievement (p. 7)
Lucas; Bass (1994).Leaders and followers share a vision.
Transformational leaders value justice and equality and values that provide
empowerment to followers Transformational Leadership
Francis Yammarino (1994) describes the process of
transformational leadership. “…the
Transformational leader arouses heightened awareness and interests
in the group or organization, increases
confidence, and moves followers gradually from concerns for existence to
concerns for achievement and growth…in short, transformational leaders develop their followers to the point where
followers are able to take on leadership roles
and perform beyond established standards or goals..”
(Bass and Avolio, 1994; Gardner, 1990). Transformational
leadership seeks to raise the consciousness of followers by motivation and a
new level of morality
Northouse (1997) believed that transformational
leadership is a “…process whereby an individual engages with others and creates
a connection that raises the level of motivation and morality in both the
leader and the follower” (p. 131)
Black and Porter (2000, p. 432) define transformational
leadership as: "leadership that motivates followers to ignore
self-interests and work for the larger good of the organization to achieve
significant accomplishments; emphasis is on articulating a vision that will
convince subordinates to make major changes." These leaders have a
profound effect on their followers’ beliefs regarding what the organization
should become and also on their subordinates’ values. They also provide their
followers with guidance so that they are able to achieve their goals.
Zacharatos,
Barling, & Kelloway ( 2000) Transformational leaders are able to inspire
followers to transcend their own self-interests and are capable of having a
profound and extraordinary effect on followers. Transformational leaders build
subordinates’ respect and trust by 1) behaving in a fair manner and doing what
is right rather than what is expedient; 2) by increasing followers’ awareness
of the mission or vision toward which they are working and raising followers’
expectations of what they can achieve, there by motivating them to pursue the
group’s goals; 3) by encouraging their followers to look a told problems from
new and differing perspectives, giving rise to followers’ creative thinking and
innovation; and, lastly, 4) by granting individualized attention to their
followers, considering their needs and abilities, playing an especially
important role in the followers’ growth and development
Transformational
leadership is the leadership style encompassed by seven behaviors aimed at
developing the follower: (1) communicates a vision, (2) develops staff, (3)
provides support, (4) empowers staff, (5) is innovative, (6) leads by example,
and (7) is charismatic (Northouse, 2013; Carless, Wearing, & Mann, 2000).
Marks and Printy (2003), “…transformational leaders play
a pivotal role in precipitating change, followers and leaders are bound
together in the transformational process” (p. 375)
Avolio and Bass (2004) described transformational leaders
as “… inspirational, intellectually stimulating, challenging, visionary,
development oriented, and determined to maximize performance. In many cases the
term ‘charisma’ was used” (p. 3)
Avolio and Bass (2004), “Transformational leadership is
associated with motivating associates to do more than they originally thought
possible....Associates’ perception of self efficacy or confidence, as well as
their developmental potential, are enhanced through the transformational
leadership process” (pp. 26-27)
Avolio and Bass (2004) described transformational leadership
as: A process of influencing in which leaders change their associates awareness
of what is important, and move them to see themselves and the opportunities and
challenges of their environment in a new way
Barbuto,(
2005) Transformational leaders are said to engender trust, admiration, loyalty
and respect amongst their followers
Robbins
& Judge( 2005).Transformational leaders are able to inspire followers to
transcend their own self interest and are capable of having a profound and
extraordinary effect on followers
Noel Tichy
(2010) A transformational leader is someone who fundamentally transforms the
organization, takes it to a different level and it never ´(p. 91).
The
transformational leader can be defined one “who is attentive to the needs and motives
of followers and tries to help followers reach their full potential”
(Northouse, 2013, p. 186).
Simola et
al. (2012) define transformational leadership as a type of leadership in which
interactions among interested parties are organized “around a collective
purpose” in such a way that “transform, motivate, and enhance the actions and
ethical aspirations of followers.”
Geib and
Swenson,( 2013)Transformational leadership is a leadership style that seeks
positive transformations “in those who follow” and that achieves desired
changes through the “strategy and structure” of the organization
McCloskey W
(2015)Mark transformational leadership as the process of creating, sustaining
and enhancing leader-follower, follower-leader and leader-leader partnerships
in pursuit of a common vision, in accordance with shared values and on behalf
of the community in which leaders and followers jointly serve
Style of leadership in
which the leader identifies
the needed change, creates a vision to
guide the change through inspiration, and executes the
change with the commitment of
the members ofthe group.
“A style of leadership in which the leader identifies the needed
change, creates a vision to guide the change
through inspiration, and executes the change with the commitment of the
members of the group.”– BusinessDictionary.com
Transformational leadership is a type of leadership style that
leads to positive changes in those who follow.” –
psychology.about.com
Tandon, Soma(2012) in her handbook
on A Novel Approach to Moral dimension
of Leadership defines A transformational leader is one who has high morals and
values, a strong sense of purpose and evaluates moral and ethical consequences
of decisions. He encourages divergent thinking and stimulates others, considering
each individual’s needs, thus building the respect and trust of his followers.
Analysis and
Interpretation
The researcher found from the study that freezing on the
operational definition to understand Transformational Leadership was a daunting
challenge.
There have been continuous and countless refinements
happening in the basic fundamental definition which evolved from Weber to Burns
and to Bass. The major contributors for the study on Transformational
Leadership are Weber, Burns, Bass, Tichy and Devanna and Sashkin, Northouse
The theorists have given the definition of
Transformational Leadership as definitions which identify qualities and
behaviour
Other school of researchers Avolio and Bass (2004) Marks
and Printy (2003) Northouse (1997) process, Avolia, Waldman, & Yammarino,
1991 , Burn Motivation and Morality define process based dimension of
Transformational leadership.
Definitions
|
Process based
|
Qualities and Behaviors
|
Burns
|
Motivation and Morality
|
|
Bass (1985)
|
Awareness
|
|
Bass, 1985 Yukl 1999 a;199b)
|
|
Attitudes, beliefs, values
|
Bennis and Nanus(1985 )
|
|
logical thinking, persistence,
empowerment, and self-control
|
Tichy and DeVanna (1986)
|
|
courageous, strong believers in
people, value driven people, dedicated life-long learners, people capable of
dealing with ambiguity and uncertainty, and each of these leaders was a
visionary.
|
Posner ( 1995)
|
|
consciousness of followers, higher
ideals and values fear and greed (not there )
|
Bass (1990b, p. 21)
|
|
purposes and mission of the group
|
Sergiovanni (1991)
|
|
building, bonding, and banking
|
(Avolia, Waldman, & Yammarino,
1991
|
Positive changes in individuals,
groups, teams, and organizations by using inspiration, vision, and the
ability to motivate followers to transcend their self-interests for a
collective purpose.
|
|
Leithwood (1992)
|
|
collaborative, shared decision-making approach
|
Leithwood, Begley and Cousins (1994)
|
|
individual and collective problem-solving capacities of
organizational members;
|
Lucas; Bass (1994)
|
|
justice and equality and values, empowerment to followers
|
Francis Yammarino (1994)
|
|
followers are able to take on leadership roles
|
Bass and Avolio, 1994; Gardner, 1990
|
|
motivation and a new level of morality
|
Northouse (1997)
|
motivation and morality in both the leader and the
follower
|
|
Black and Porter (2000, p. 432)
|
|
work for the larger good of the organization
|
Zacharatos, Barling, & Kelloway ( 2000)
|
|
respect and trust, awareness of the mission or vision
,individualized attention to their followers
|
(Northouse, 2013; Carless, Wearing, & Mann, 2000
|
|
leads by example
|
Marks and Printy (2003)
|
followers and leaders are bound together
|
|
Avolio and Bass (2004)
|
process of influencing
|
|
Barbuto,( 2005)
|
|
engender trust, admiration, loyalty among followers
|
Robbins&Judge( 2005).
|
|
inspire followers
|
Noel Tichy (2010)
|
|
transforms
|
Tandon,Soma(2012)
|
|
morals and values
|
Northouse, 2013, p. 186).
|
|
attentive to the needs and motives of followers
|
Limitations
of the study
There are ever evolving elements into the definitions on
Transformational Leadership.
The researchers will have to look at the operational
definition of Transformational Leadership by understanding the process based
nature in the study or understanding the traits or attributes of
Transformational Leadership
Conclusion
There is no single definition which defines
Transformational leadership completely.
Therefore the research scholars would face the difficulty in operational
sing definition on Transformational Leadership.
There are very few interdisciplinary studies and
literature available to understand Transformational Leadership definition from
historical perspective
Future Scope of study
The researchers while conducting the study on
Transformational Leadership have to comprehend the dimensions of
Transformational leadership. The researchers will have to do a thorough road
map to understand the process based
relevance and qualities of leaders. The researchers will have to follow a model
of transformational leadership contributed by the authors namely Bass, Kouszes
and Posner, Tichy & Devanna
5. References
i.
Carver,
D. A. (1989). Transformational leadership: a bibliographic essay. Library Administration & Management,
3(Winter 1989)
ii.
Bruce
Avolio, Bass(1993) Transformational leadership and Organizational
Culture,PAQ,Spring 1993
iii.
Lievens, F., Van Geit, P., &Coetsier, P. (1997).
Identification of transformational leadership qualities: an examination of
potential biases. European Journal of Work and Organizational Psychology, 6(4),
415-430.
iv.
Barbuto, J. E. (1997). Taking the charisma out of
transformational leadership. Journal of Social Behavior and Personality, 12(3),
689-697.
v.
Bass, B. (1999). Two decades of research and development in
transformational leadership. European Journal of Work and Organizational
Psychology, 8(1), 9-32
vi.
Yukl, G. (1999). An evaluation of conceptual weaknesses in
transformational and charismatic leadership theories. The
Leadership Quarterly, 10(2), 285-305.
vii.
Yukl, G. (1999). An evaluation of conceptual weaknesses in
transformational and charismatic leadership theories. The
Leadership Quarterly, 10(2), 285-305.
viii.
Conger
(1999),Charismatic and Transformational leadership in organizations: An
insider’s perspective on these Developing streams of research, Leadership
Quarterly, Summer 99,Vol.10,Issue 2, pg 145 25p
ix.
Friedman,
H. H. (2000). Abraham as a transformational leader. Journal of Leadership
Studies, 7(2), 88-95.
x.
Goodwin, Wofford and Whittington(2001) A
theoretical and empirical extension to the transformational leadership
construct Online Journal of Workforce Education and Development Volume III, Issue
3- Spring
xi.
Rick Kuckartz Regina, Saskatchewan (2002), Transformational and Transactional Leadership
in Human Service Organisations: A Descriptive Analysis Thesis December 2002
xii.
Humphreys,
J. H. & Einstein, W. O. (2003). Nothing new under the sun: transformational leadership from a
historical perspective. Management Decision, 41(1), 85-95.
xiii.
Pawar, B. S. (2003). Central conceptual issues in
transformational leadership research. Leadership & Organization Development
Journal, 24(7),
xiv.
Felfe, J., Tartler, K., &Liepmann, D. (2004). Advanced research in the field of transformational
leadership. ZeitschriftfürPersonalforschung, 18, 262-288.
xv.
Gift
VingerFrans Cilliers(2006) Effective Transformational Leadership Behaviours for
Managing Change SA Journal of Human Resource Management, 2006, 4 (2), 1-9
xvi.
Awamleh,
R., Mahate, A. & Evans, J. (2005). A test of transformational and
transactional leadership styles on employees' satisfaction and performance in
the UAE banking sector. Journal of Comparative International Management, 8 (1),
3-19.
xvii.
Day, G.S., &Schoemaker, P. (2006). Leading the vigilant
organization. Strategy & Leadership, 34(5),
4-10.
xviii.
Constant
D. Beugre( 2006) Transformational leadership International Journal of Manpower
a.
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https://www.google.co.in/trends/explore?q=Transformational%20Leadership