Essays on The Meaning of Transformational Leadership Coursework

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The paper "The Meaning of Transformational Leadership" is an outstanding example of management coursework.   Transformational leadership is a type of leadership whereby leaders are able to broaden and elevate the interests of all stakeholders in order for achievements to be made within the organization. Transformational leaders are always able to bring about awareness and acceptance of the mission and purpose of the organization in a unique manner. They are always able to stimulate employees to think beyond their self-interests and to consider the good of the entire organization. Transformational leaders always have a very clear vision of how communication can be managed effectively among all stakeholders within the organization.

They act as role models by inspiring employees to be innovative and to take personal risks in order to achieve different organizational goals. Through transformational leadership, employees can adopt measures that are unconventional (but ethical) as part of being an innovation in solving problems. The meaning of transformational leadership Transformational leadership extends beyond the traditional notions that emphasize on transactional forms of leadership. In the traditional conception of leadership, the emphasis is on corrective action, rewards and mutual exchanges only on the condition that the set expectations are met.

Through transactional leadership, it is very easy for a centralized control to be maintained. For this reason, managers end up controlling almost all actions, leaving employees few or no opportunities to be creative and innovative. On the other hand, all transformational leaders always trust their subordinates and always leave them enough space and opportunity to gain leadership confidence and grow into responsible leaders. For this reason, transformational leadership is a more development-oriented leadership style compared to the traditional transactional leadership style.

It is beneficial to both the individual employees and the entire organization. Many studies have revealed that transformational leadership is a great way of significantly increasing the level of organizational performance. It is also linked positively to a long-term increase in an organization’ s customer satisfaction and market share. It leads to an increased level of commitment to the vision and mission of the organization. Employees who work in an environment of transformational leadership easily trust the management as well as various organizational citizenship behaviors such as consciousness, sportsmanship and altruism.

Most of these behaviors, though discretionary in nature and without any connection with the company’ s formal reward system, are critical in the achievement of day-to-day organizational goals. Transformational leaders always articulate a compelling vision of the organization’ s future. They use many approaches to explain what they feel is the right course of action to take in order to achieve the set goals and objectives. They are always able to specify the reasons why a strong sense of purpose, as well as a collection mission, is critical for the long-term survival of the organization. The foundation of transformational leadership is the desire and ability by a leader to instill a strong sense of consciousness in other people by appealing to highly powerful moral ideals and values (Bass 1999, p.

211a). The best transformational leader is one who is able to transform all his followers beyond any dishonourable emotions such as jealousy, fear and greed in order to inspire the principles of justice, liberty and humanitarianism.

References

Bass, B, 2009, From Transactional to Transformational Leadership: Learning to Share the Vision, Retrieved from ftp://papers.econ.mpg.de/IMPRS/SumSchool2009/priv/Giessner/3%20charisma/Bass.pdf on September 24, 2010.

Bass, B, 1999a, ‘Ethics, character, and authentic transformational leadership behavior’ The Leadership Quarterly, Vol. 10, No. 2, pp. 181-217.

Bass, B, 1999b, ‘Two Decades of Research and Development in Transformational Leadership’, European Journal of Work and Organizational Psychology, Vol. 8, No. 1, pp. 9 – 32.

Bass, B, 1998, Transformational leadership: industrial, military, and educational impact, Lawrence Erlbaum Associates, New York.

Bass, B, & Avolio, B, 2003, Improving organizational effectiveness through transformational leadership, Routledge, London.

Bass, B, & Avolioa, B, 1994, ‘Transformational Leadership and Organizational Culture’, International Journal of Public Administration, Vol. 17, No. 3, pp. 541 – 554.

Dvir, T, 2002, ‘Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment’, The Academy of Management Journal, Vol. 45, No. 4, pp. 735-744.

Kuhnert, K, 1987, ‘Transactional and Transformational Leadership: A Constructive/Developmental Analysis’ The Academy of Management Review, Vol. 12, No. 4 pp. 648-657.

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