The paper “ Identification of Transformational Leadership Qualities” is an inspiring example of the literature review on management. Transformational leadership or TL employs a variety of mechanisms that boost morale, enhance motivation, and increase productivity in the workplace. It was James MacGregor Burns who first introduced this concept in 1978. Even as his research focused on political leaders, TL, as on today, has gained extreme recognition in corporate organizations and other spheres of work where leadership holds key to success. In order to critique the ideas and methodologies used in TL and to compare and contrast methodologies used in TL, this paper has chosen four articles to assess the approach suggested by various authors and find any limitations or biases in the same.
These articles are Avolio et al (2009), Jandaghi et al (2009) Lievenset al (1997), and Spreitzer, et al (2007). This paper will review the concepts of TL as presented in these four papers, while succinctly looking into positive and negative points emerging out of the same. The paper will also see if there are any limitations and biases that exist within each and how they fit when applied to different contexts. 2.0 Transformational Leadership (TL)While the articles exhibit almost an unequivocal similarities in TL vis-a’ -vis their qualities, however, what sets apart Lievens et al (1997) work is that it looks at TL from the perspective of multifactor leadership questionnaire for distribution among followers of transformational leaders.
This, say Lievens et al, is capable of providing an unbiased and accurate assessment of various leadership dimensions among leaders. Lievens et al regard leadership as a critical factor that leads to the transformations in organizations through initiation and implementation.
The transformational leadership is effective only when leaders are change-centered, which means the leaders must have the capability to catch up with a clear vision in order for the development to take place by acting as motivational sources for others to follow. This fosters innovation since this way leaders inspire confidence in followers and encourage them to devise skills for innovation, be risk-takers, and enhance creativity.
Avolio, B.J., Walumbwa, F.O., Weber, T.J., (2009). Annual Review of ]Psychology. 60:421–49.
Jandaghi, G., Matin, H.Z., (2009). The Journal of International Social Research Volume 2/6.
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.
Spreitzer, G., Perttula, K.H., Xin, K. (2007). Traditionality Matters: An Examination of the Effectiveness of Transformational Leadership in the U.S. and Taiwan. Michigan Business School, California State University and China Europe International Business School.