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Transformational Leadership

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Running head: TRANSFORMATIONAL LEADERSHIP 1
Transformational Leadership
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TRANSFORMATIONAL LEADERSHIP 2
Transformational Leadership
Transformational leadership theory aim at effectively introducing permanent and
sustainable change in an organization. This theory was created by James McGregor Burns in
1978 (Whetten Cameron, 2015). He noted that leaders and followers should develop each other’s
skills, motivation, and ethics, for them to be more productive and efficient in their work.
Therefore, a transformative leader is usually able to demonstrate positive virtues and to influence
his/her followers.
A transformative leader always has desirable characters, which he/she uses to influence
his/her followers. Accordingly, these leaders usually demonstrate integrity and fairness in their
activities, are team-oriented and can encourage the formation of teamwork in their departments
(Whetten Cameron, 2015). Additionally, they can coach their followers, inspire creativity by
challenging ideas, and they also make their colleagues look beyond their interests (Whetten
Cameron, 2015). Given the ability of transformational leadership to influence positive change, it
is most appropriate in organizations that are already in operation but are not performing at their
full potential due to weak systems.
The transformative leadership has four principles: idealized influence, intellectual
stimulation, inspirational motivation, and individualized consideration (Humphrey, 2014). With
regards to the element of idealized influence, a leader should have a charismatic personality so
that he can influence his/her followers (Humphrey, 2014). Normally, charismatic leaders are
always risk takers, principled, and follow their core values. Their desire to succeed and their
example of proper leadership usually makes their followers to trust have confidence in them.
Another element of transformational leadership is intellectual stimulation.
Transformative leaders always value the creativity and autonomy of their followers (Humphrey,

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Running head: TRANSFORMATIONAL LEADERSHIP Transformational Leadership Student’s Name Institutional Affiliation 1 TRANSFORMATIONAL LEADERSHIP 2 Transformational Leadership Transformational leadership theory aim at effectively introducing permanent and sustainable change in an organization. This theory was created by James McGregor Burns in 1978 (Whetten Cameron, 2015). He noted that leaders and followers should develop each other’s skills, motivation, and ethics, for them to be more productive and efficient in their work. Therefore, a transformative leader is usually able to demonstrate positive virtues and to influence his/her followers. A transformative leader always has desirable characters, which he/she uses to influence his/her followers. Accordingly, these leaders usually demonstrate integrity and fairness in their activities, are team-oriented and can encourage the formation of teamwork in their departments (Whetten Cameron, 2015). Additionally, they can coach their followers, inspire creativity by challenging ideas, and they also make their colleagues look beyond their interests (Whetten Cameron, 2015). Given the ability of transformational leadership to influence ...
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