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Transformational leadership From Wikipedia, the free encyclopedia

[1]Transformational leadership is a theory of leadership which is used to effectively lead groups of people and help identify organizational needs. Leaders who endorse this style help create a vision for the organization, and they help inspire and encourage followers to innovate and grow in their work environment. These leaders provide followers with a vision that ensures commitment to their organization.[2] Transformational leadership is an integral part of the Full Range Leadership Model along with transactional and passive-avoidant leadership. Transformational leaders attempt to enhance the motivation, morale, and job performance of followers through a variety of mechanisms. These mechanisms include connecting the follower's sense of identity and personal motivations to the goals, as well as to the collective identity of the organization. Additionally, transformational leaders strive to be a role model for their followers in order to inspire them and to raise their interest in the organization’s mission. These leaders also challenge followers to innovate, and push them to do the best work that they can do. Managers who endorse such a leadership style will be able to understand their subordinates’ strengths and weaknesses, and tailor their own leadership behaviors to enhance their subordinates’ job performance. It is also important to understand the qualities that a transformational leadership can bring to a work organization. This leadership style has been associated with the optimal work outcomes such as high levels of job satisfaction and low levels of intentions to quit burnout [3]. Additionally, transformational leaders demonstrate that they are able to adapt to different situations, and this type of leadership has been shown to have the best work outcomes across cultures and in a diverse array of organizations [5] [6]. Transformational leadership is when a leader’s behaviors influence and inspire followers to perform beyond their perceived capabilities. It improves the autonomy workers have while conducting certain jobs, and help followers become the best version of themselves. This induces a positive change in the follower’s attitudes towards the organization, as a whole, and increases their productivity. There are four subcomponents that define Transformational leadership and they are also known as the four I's. These subcomponents include inspirational motivation, idealized influence, intellectual stimulation, individualized consideration. These four subcomponents are associated with the 63-item version of the Multifactor Leadership Questionnaire; however, there also exists a 45 item version that only has 3 subcomponents which define transformational leadership (does not include inspirational motivation) [4].

Inspirational motivation is when the leader attempts to inspires their followers. This leader sets high and reasonable goals for their followers and their organization. They provide subordinates with work that is meaningful and challenging and that evokes commitment. Additionally, they communicate a shared vision for their organization. Leaders that utilize inspirational motivation encourage and help their followers to realize their intrinsic and extrinsic needs and motives.

Idealized influence is when the leader acts as a strong role model for their organization and leads by example. These leaders take their followers needs into consideration and make them a priority. They typically are charismatic and are very ethical. This subcomponent of leadership describes a leader attempting to be someone with whom their followers can easily identify with and emulate.

Intellectual stimulation is when the leader encourages their followers to think for themselves. These leaders are creative, innovative, and are very open to new ideas. They tend to be tolerant of their followers’ mistakes, and even encourage them, as they believe they promote growth and improvement within the organization. These leaders create learning opportunities and abandon obsolete practices. In sum, they challenege their followers value and ideas to help them solve problems. Individualized consideration is a leader's ability to not only understand their followers’ specifc needs, but also adapt to them. This occurs when the leader establishes a strong relationship with their followers. These leaders act as caring and supportive resources for their followers and their organization. Individualized consideration involves mentorship and allocating time to develop their follower’s potential.

References

3. Risambessy, A., Swasto, B., Thoyib, A., & Astuti, E. S. (2012). The influence of transformational leadership style, motivation, burnout towards job satisfaction and employee performance. Journal of Basic & Applied Scientific Research, 2, 8833-8842. 4. Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72(4), 441–462. doi: 10.1348/096317999166789 5. Negussie, N., & Demissie, A. (2013). Relationship between leadership styles of Nurse managers and nurses’ job satisfaction in Jimma University Specialized Hospital. Ethiopian journal of health sciences, 23(1), 50-58. https://www.ajol.info/index.php/ejhs 6. Hetland, H., Sandal, G. M., & Johnsen, T. B. (2007). Burnout in the information technology sector: Does leadership matter? European Journal of Work and Organizational Psychology, 16(1), 58–75. doi: 10.1080/13594320601084558