1.

Introduction:

Form very early decades leadership have been a popular topic for argument. The research has
provided with more clearly and specific explanation of leadership with several theories provided
by many scholars. One of the recent topics of leadership argument on transformational
leadership is also specifically discussed in this paper. However, another main focus on this
research paper is to enlighten the reader with the role of transformational leaders of Bangladesh
and their contribution to their organizational success.

2. Definition of Leadership:

In recent changing world, leadership is one of the most important factors for any organizational
success. Due to the organizations complex & variable nature which sometimes become unable
to resolve by the formal rules, plans, and structures formed earlier, in such kind of situation
leadership plays a vital role. There are several ways of looking leadership and many
interpretations are also available. There have a lot of research done by many scholars in this
topic. In simple terms, leadership is defined by Mullins (2008) & Robbins (1993) as it
influences others to do things willingly. In some more broad terms leadership can be defined as
Leadership is a process of influencing, guiding and directing others with the clear view of the
desired objective and providing an environment in which they are fully motivated to use their
full potential to achieve the specified goal or objective of the organization (McShane,2003)
(Nelson, 2003).

Leadership has been an important topic for research for the days of Greek Philosophers and
many organizational scholars have provided their statement. However as leadership is a critical
phenomenon in organization due to different culture and different tradition there layers no extract
pinning down of what leadership is. A leader advocates for new and innovative ideas and try to
come with new approaches in decision making in solving problems. Those who are an effective
leader help groups of people to teach and empower in order to increase their efficiency in
achieving organizational success. According to Levines research leaders need to focus on
moving people and organization forwarded by increasing the competency of staff and the co-
operation of teams in order to improve the organization (Mullins, 2008). Another definition
given by Hersery and Blanchard is that leaders work to influence their subordinates activities in

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order to accomplish their organizational goals in a situation (Hussain, 2003). So a leadership is
not just to allocate resources altering communication pattern proper utilization of resources it is
also to motivate, encourage, inspire the workers to achieve a desire goal or solve a difficult
problem.

3. Traditional Approaches to Leadership:

As a leadership is complex and variable in nature, many analyses have been done in explaining it
more clearly. Two earliest approaches done on leadership are trait theories and behavioral
theories. In trait theory the research has focused on the personal characteristics of a leader where
on the other hand behavioral theory certain behaviors are shown which distinguishes leaders
from followers and the role of such behavior in achieving high performance. In our research we
have tried to uncover such kind of theories more specifically and their effect in organizational
goals. Though many new approaches are generated in todays world, but these theories guide
valuable lessons to followers to achieve desired goal in any organization.

Trait theory is one of the earliest and well known theories among all other leadership theories.
This theory is also well known as the great man approach of leadership (Georgy & leadership,
1990). Form our research we have found that such kind of theories simply distinguished leaders
form the members of the group form the physical and personal traits they posses (Robert &
Angelo, 2001). In such kind of theory it is thought that leaders are born with their extraordinary
leadership traits or inherited it. This contradicts with today leadership theories that leaders need
essentials educational and practical skills or that can be developed by many institutions so that
they become the perfect leader in any organization. In order to assume that effectiveness of a
leader trait theory can be used. Leaders who fall under trait theory are found to have some
special personality and attitude in their works. The main topic of trait theory is that leaders are
born not made. Many traits can be identified in order to explain trait theories more vastly.
Physiological (appearance, height, and weight), demographic (age, education and socioeconomic
background), personality (self-confidence, and aggressiveness), intellective (intelligence,
decisiveness, judgment, and knowledge), task-related (achievement drive, initiative, and
persistence), and social characteristics (sociability and cooperativeness) with leader emergence
and leader effectiveness are found in an effective leadership. However being a topic of scholars
argued about the traits that exactly a leader has, many other research are also done. Some

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scholars have tried to explain the trait theory form the big five personality framework (Robbins
&Judge, 2011-2012). This framework has helps to submerge and to review all of the traits found
by many research in some other specific frameworks and to understand those traits with a strong
support of leadership characteristics. But such kind of findings of the theory is not that much
suitable in our current world. It is required to provide more rigorous evidence of these traits to
relate with the organizations which no research are able done specifically. Moreover, from the
review it is more specific that, leaders having unique abilities definitely differentiates them from
their followers. But the traits and characteristics are shown as the main topic in trait theory is not
enough to explain a leader and his successful performance. Due to lack of information and
knowledge such theories was an effective way to define a leader in early years but in recent times
a leaders efficiency and inefficiency cannot solely be described based on such theory and more
detailed information is required.

After finding the lacking in the trait theory another theory was established by the scholars which
was behavioral theory. In the behavioral theory it is mainly assumed that there exist certain
behavior that can only a leader can posses no other follower or non leader have and here lays the
main difference between trait theory and behavioral theory. According to our research trait theory
is based on the fact that leaders have the personality of being a leader form the birth and they
inherit such kind of unique characteristics and execute in the work place and these traits can
never be generated in any other person. However behavioral theory is based on the discussion
that leaders have some critical behaviors which should be determined and rise. Such kind of
information can be used to teach others and generate that leadership quality inside the followers.
Thus the main topic of behavioral leadership is successful leadership is based in definable,
learnable behavior. So, by providing proper training and guidance leaders can be formed. Many
researches are found based on behavioral theories that will guide a follower in the proper
direction to be an extra ordinary leader. Some of these studies are

Ohio State Studies, a research done by Ohio state university in 1940s (Robbins & Judge, 2011-
2012). They identified two dimensions that narrowly defines the behavior of a leader. One is
intrinsic structure which is the value of a leader possess as like in intrinsic value. They personally
assign with the task and play an important role as a task supervisor of the employees, who also
personally monitors the work of subordinates. On the other hand another point discussed in Ohio

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State theory is that Consideration which simply says that leaders are emotionally attached with
the employees. They not only personally motivate the followers to give the full effort toward
work but also share their personal problems. The leader has a friendly nature is high in such kind
of dimensions.

University of Michigan Studies, provided with a research on leadership in order to measure the
performance effectiveness based on leader and followers relationship. They came up with two
dimensions. One is employee oriented where leaders are and followers have an interpersonal
relationship, they have a good communication between each other. Leaders pay good attention to
the benefits of the followers and value individual differences. Thus employees are always in
favor of such kind of leadership systems. The second dimension is the product oriented
leadership which is just the opposite of employee oriented leadership. Here leaders mainly focus
on the product oriented task and communicate with the employees just on that basis. Thus such
kind of leadership exerts low employee satisfaction in the work place.

Nowadays contingency theory is the most effective and illustrated theory about the topic
leadership. The situation, according to Nardelli & Wachner, is not remaining same in the long
term period. In the twentieth century, leadership is now more narrowed to situation. Fred Fiedler,
Paul Hersey & Ken Blanchard, and Robert House gave their attribution to elaborate the
contingency theory, also known as situational theory.

The pioneer model for contingency theory is Fred Fiedlers Fiedler Model. By this, he directly
focused on leaders leadership styles. According to his creation of Least Preferred Coworker
(LPC) questionnaire, he realized that leadership style is constant at individuals. He stated that
leadership should be task oriented or relationship oriented according to the emergence of
situation. His defined three contingency dimensions (Leader-member relations, Task structure,
and position power) describe the effectiveness of leadership. Fiedler described that the blend up
of these dimensions help individual to find himself among the eight different situations. Based on
his model, it is clearly defined task oriented leadership best suited in inconstant situation and in
the constant situation, it will be best to choose relationship oriented leadership. In his modified
theory, Fiedler described leadership is flexible under low pressurized situation and stable
leadership is drive in high pressurized situation.

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On behalf of contingency theory, Paul Hersey & Ken Blanchard stated Situational Leadership
Theory. They found that subordinates are the main focal point to make leadership effective
according to their (subordinates) efficiency. By the situational Leadership theory, leaders get
clear understanding when they should act as strict or as a guide, or supportive or observer.

The third complex theory is Path-Goal Theory which is a research version of Ohio State
leadership. The theory consists of idea about the four leadership behavior and two contingency
incentives or variables. Robert House, the founder of this theory, found that leadership is not
fixed. It depends on environmental factors & personal factor. After his study, Robert House
described that leadership effectiveness goes with the environmental structure & subordinates
characteristics. According to his research directive leadership goes with high pressurized
situation where supportive leadership is motivation oriented when the subordinates tasks is
specific. Also the leader, with achievement-oriented want to get the task through the employees
best effort whereas the leaders with participative minded lead according to the best suggestion of
their employees.

4. Recent Theories of Leadership:

Recent theories mainly focus on the communication with the followers. In todays world leaders
need to have a good communication with his workers. As followers are individuals with their
own merit and skills their vision and creativity must be dealt with important. Proper
communication between leader and followers help the leader to provide correct direction in order
to shape the ideas of the followers and increase organizational performance. These theories are
Charismatic leadership, Transactional leadership and Transformational leadership.
Charismatic Leadership, states that individuals have some extra ordinary characteristics which
distinguishes them from other followers. Such kind or behavior employees have a vision and
enthusiasm to achieve, they take risk to become successful and engage in more communication
with the others. Such kind of unconventional behaviors are not generated by born. According to
our research though learning such traits one can be a charismatic leader.
Transactional leadership, another name of transactional leadership is managerial leadership
which is based on the hypothesis that manager and the followers have a commercial relationship.
The best way to increase their efficiency in work is by providing reward or praise for good

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performance and punishment for the worse. Workers are bounded to execute the command given
by the leader due to existence of chain of command. Leaders are just to give commands and the
followers have to execute according to that that command whether they have the sufficient
resources or not. Moreover, such kinds of leaders are mostly seen in our county and showing
good results thus it is one of the value giving leaderships.
Transformational leaders, is another famous form of leadership. Such kind of hypothesis
explains that leaders in an organization are the one who not only just influences his workers to
achieve the goal of the task but also go beyond the result of the goal. Thus leaders always focus
on the motivational factors to increase the creative and innovative mind of the followers. They
communicate to a great extent to provide a clear knowledge of the goals and objectives of the
task and to make it fully understandable for the subordinates along with giving them proper
direction. Though transactional leadership is mainly seen in Bangladesh yet some
transformational leaders are also making them shelf inspirational to the society. So, the research
found that the recent forms of leaderships highly influence the followers in the work places.

5. Concept of Transformational Leadership:

Transformational leadership was first mentioned in 1973, in the sociological study conducted by
the author Downton, J. V., "Rebel Leadership: Commitment and Charisma in the revolutionary
process". After that, James McGregor used the term transformational leadership in his book
"Leadership" (1978). In 1985, Barnard M. Bass presented a formal transformational leadership
theory which, in addition to other things also includes the models and factors of behavior.

The optimal profile is characterized by the presence of certain qualities of transformational

leadership. They are the leaders' qualities contained in appropriate transformational abilities of
leaders and in certain attributes which are assumptions for the use of leaders' skills and for
successful performance of leader jobs.

Classification of transformational leaders is known as "Four I's" (Hesselbein and Cohen, 1999,
p. 263) includes the following skills:

Idealized Influence represents the ability of building confidence in the followers and
appreciating the by his leaders, which forms the basis for accepting radical change in

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organization. Without such confidence in the leader, that is, in his motives and aims, an attempt
to redirect the organization may cause great resistance.

Intellectual Stimulation this ability of transformational leaders has an important role in the
transformation process of organization. Transformational leaders stimulate the efforts of their
followers as regards innovativeness and creativity, stimulate permanent reexamination of the
existent assumptions, stimulate change in the way of thinking about problems, plead the use of
analogy and metaphor, etc. Thus, it may appear the possibility to get new and creative ideas for
solving problems from the followers. If the ideas and the solutions of problems suggested by
followers differ from the ideas represented by leaders, the followers are not criticized, nor are the
leaders ideas imposed at any cost.

Inspirational Motivation is the ability of transformational leadership, which qualifies a leader

as a figure, which inspires and motivates the followers to appropriate behavior. In the conditions
when transformational change is being conducted in an organization, the leader has the task of
clear and continuous stimulating others to follow a new idea. Transformational leaders should,
therefore, behave in such a way, which motivates and inspires followers. Such behavior includes
implicitly showing enthusiasm and optimism of followers, stimulating team work, pointing out
positive results, advantages, emphasizing aims, stimulating followers, etc.

Individualized consideration as a feature of a transformational leader is reduced to the ability

of individual analysis of followers. So, besides a global picture, a transformational leader must
know what motivates any of his followers individually. Human wishes and needs are different.
Some want certainty, some want excitement and change; some prefer money, and some free time.
Its upon the leader to "eaves drop, observes, analyzes and predicts the needs and wishes of his
followers. In this, it is important that followers don't feel they are an object of observation. The
leaders, who are aware of the difference in needs and wishes of people, have an opportunity to
use all those different demands in the right way.

Effective application of the list of skills of transformational leaders includes existence of certain
attributes of transformational leadership. Applying these attributes in the process of
organizational transformation, along with the skills, the transformational leaders are allowed to
"embed" the awareness of necessity of the organizational transformation process, to successfully

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bring the process to an end, and, consequently, both the organization and the employees will
profit from that action, with their followers. They are-

Innovation as an attribute of transformational leaders includes not only under taking innovative
actions by transformational leaders, but, also, openness to creative enterprises of their followers.

Team orientation of transformational leaders reflects their awareness of the importance of

teamwork and readiness to lean on the help of others. In that sense it is important to rise
functioning of the team to a level which insures complete equality, without being afraid that they
will suffer "the revenge because of their actions from their leaders.

Appreciation of others is the attribute of transformational leaders with which they demonstrate
that they appreciate and evaluate the attitudes and opinions of their followers. These attributes of
transformational leaders reflect the need for two-way communication during the process of
organizational transformation.

Teaching represents an important attribute of transformational leaders, which reflects their

ability to influence people in the process of change to teach, direct and correct them. Without
teaching, fulfillment of transformational aims rests upon occasional chances only, and not on the
design established in advance.

Responsibility reflects readiness of transformational leaders to take the risk upon them for the
success of transformational change. When they face the change, managers can act in two ways.
They can "keep themselves aside", to watch and, eventually, criticized the change. Passive
managers which are indifferent as regards the change or oppose it vigorously, or think that the
change is something that should concerns somebody else, have such an approach to the change.
Such managers are called passive managers or "watchers". They do not feel any responsibility
for the course and for the results of transformational change. On the other side, managers who
accept the chant, who actively take part in it and support it with every action of them, feel the
responsibility for the success of the change. The attribute of responsibility is one more in the row
of the qualities, which allows such managers to evolve into transformational leaders.

Recognition as an attribute of transformational leadership, allows leaders to identify situations,

in which followers should be praised, i.e. give them recognition. Giving recognition by simply

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saying thank you for a well done job, does not cost anything, and represents a strong stimulation
for the followers to give further support in the efforts to perform the change.

6. Transformational Leadership from the Context of Bangladesh:

Transformational leadership is one of the most important leadership that is allowing the world to
look at Bangladesh from a different angle. Organizations in our country having transformational
leaders not only become able to produce their desired outcomes but also are capable to influence
the followers to show their extraordinary efforts globally. As a developing country like
Bangladesh transformational leadership has become one the crucial concepts to research for
those organizations who want to make revolutionary changes in our country. Our country is also
blessed with some transformational leaders who have those challenging attributes that have
raised the organization to a new horizon to work and energized the followers to work and
provide their effort beyond their call of duty and think differently. Their process of thinking is
visionary, their main pursue to achieve ambitious goals, their power to influence people is like
magnet, their communication system is inspiring and their implementation of work is articulated
and designed. Some leaders of are born in our country who have such kind of charismatic
personalities. Their traditional leadership role has played a crucial role in achieving innovation
and competitiveness in organizations. Many theories on leadership are researched by renowned
scholars but in this era those are not that much effective as transformational leadership plays in
an organization. In our research we have explained about transformational leaders and their
organizations which have achieve global recognition around their world and their process of
achieving it along with the leaders personality traits and behavior to achieve innovation and
competitiveness. According to one of the transformational leadership trait that is to change the
situation for the better of the organization some leaders are found in Bangladesh. Leadership in
our country has become a social and collective work where some individuals conducting a
revolutionary change to make community of people in the work place for seeking the desired
goal. Some leaders lead as a mentor and some as an instruction. Yet their main objective is to
provide the organization with an excellent performance or making a societal change. The
research has defined some organizations in our country that follows transformational leadership
in their management system so that the goal could be achieved beyond everyones expectations.

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Transformational leadership practices in BRAC:

BRAC is a national private organization. Since 1972, soon after the liberation war, BRAC began
working to reconstruct the national economy and social infrastructure. BRAC started its first
program providing small-scale relief and rehabilitation programs. Eventually, it expanded its
programs to include education, health, social development, human rights and legal services,
giving emphasis to elimination of gender, religious and ethnic discrimination. Its target group is
rural women. BRAC recognized that women are the primary caregivers who would ensure
education for their children and the subsequent intergenerational sustainability of their families
and households. During its inception, it was an entirely donor-funded agency; nonetheless it has
emerged as an independent, virtually self-financed organization for sustainable human
development. Currently, BRAC reaches 69,000 villages in all 64 districts; it assists an estimated
110 million Bangladeshi people and since has been called to assist a number of foreign countries
including Afghanistan and Sri Lanka. Also, it employs almost 100,000 people all over the
country. According to our research BRAC is one of the organizations where transformational
leadership is practiced. The leader of this organization has a vast contribution in providing
creativity and innovation in their organization. Thus our research mainly focuses on the role this
organization plays in transformational leadership.

The leader of BRAC who is playing the role of transformational leader is on the chairman
position in the organization. His vast contribution is providing creativity and innovation in their
organization. From the beginning in order to achieve its objective the organization has focused to
ensure sustainable, social and economic development, BRAC implements a comprehensive
program. Targeting poor rural women, BRACs strategy is group participation. Using a
participatory, peer-supported and multispectral strategy, it offers training to boost womens skills
and the opportunity to achieve sustainable improvement, elevating their dignity and self-reliance.
Some of BRACs programs include micro-finance, income generation and economic
development, education and international outreach. During the research claims that such
organization has proved to be a transformation leadership following organization. The leader of
this organization plays a role of transformational leader to motivate and encourage their
employees. The participative nature of the employees is helping the organization to reach their
goal to a great extent. The passion and characteristics of the leader of this organization to manage

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and the current activities of the organization to achieve its goal leads our research to claim such
organization that is one of those organizations that follows transformational leadership to achieve
their goal which is the fight to remove poverty. To be a good leader, Mr Abed emphasizes the
need to devote oneself entirely to ones work and freeing oneself from preoccupations related to
accumulation of personal wealth. A leader must regard his work as a lifestyle, rather than a nine-
to-five job. He also stresses the need for effective partnerships to make a difference and change
societies. In all of BRACs work, the poor are regarded as partners in a common struggle, rather
than the objects of program interventions. Mr. Abed remains steadfast in his work through even
the most distressing calamities. He inculcates values of leadership, partnership and ethical
practices to his colleagues and co-workers.

BRAC as a social enterprise has performed various times to create economic space for the poor.
Currently BRAC has been operating in 18 enterprises ranging from retail to alternative energy,
from live stock to printers and printing pack, from agriculture to health, making significant
contribution to local economy development through creation of market linkages, employment
opportunities and entrepreneurship.
In order to develop innovation and creativity in this generation he established at the Center for
Governance Studies at BRAC University with a view to strengthen the public sector, which
offers a masters program in Governance and Development for midlevel civil servants. He had a
strong vision for commercial venture which led him to establish the BRAC Bank that is currently
functioning as a fully fledged commercial bank. It promotes access for all individuals to
economic opportunities and business focusing specially on small & medium enterprises. The
other commercial ventures include Aarong, a retail outlet and BRAC Dairy and Food Project.
These commercial wings of BRAC juxtapose consumers and poor rural producers.
BRAC has initiated a multidimensional program to relieve poverty. Poverty in Bangladesh is the
result of many factors such as unemployment, low income, population growth, and illiteracy. So,
poverty alleviation is quite a challenge as it requires national leaders to deal with all these
factors. To ensure sustainable, social and economic development, BRAC implements a
comprehensive program. Targeting poor rural women, BRACs strategy is group participation.
Using a participatory, peer-supported and multi sectored strategy; it offers training to boost
womens skills and the opportunity to achieve sustainable improvement, elevating their dignity
and self-reliance. Some of BRACs programs include micro-finance, income generation and

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economic development, education and international outreach.
Micro-finance is an important component which BRAC supports to fight poverty. By providing
credit to poor women, BRAC hopes to empower them and create self-sufficiency. Also, credit
provisions promote national economic development by increasing the income level of the rural
poor. Income generation programs include, but are not limited to, several major sectors: fisheries,
social forestry, and poultry and livestock. The fisheries program is one of the most promising
income-generating activities for rural women, who make up more than 90 percent of the total
participation. And the social forestry program increases awareness about maintaining a
sustainable supply of high-quality seedlings and reducing the adverse environmental effects of
deforestation, while creating income and employment opportunities. Currently, the poultry and
livestock program is the most popular program, where about 70 percent of landless rural women
are involved in poultry rearing, feed mills, bull stations, and feed analysis and disease diagnosis
laboratories. Some other economic development programs recently initiated include retrenched
garment workers, micro-finance for acid victims, and the employment and livelihood program
for adolescents. Due to the introduction of quota systems and recent changes in the international
trade laws, many of the garment industries operate at reduced activity. This has resulted in
layoffs for the female garment workers. To facilitate their rehabilitation into alternative income-
generating activities, BRAC has started absorbing a number of these retrenched garment workers
into its micro-finance program. Also, acid violence, where acid is used as a tool for punishment,
still occurs fairly frequently in Bangladesh. BRAC helps to rehabilitate acid victims through
credit and savings facilities. Also, the program supporting the employment and livelihood of
adolescents primarily focuses on the financial empowerment of adolescent girls. BRAC provides
loans to the adolescent girls to invest 40 primarily in poultry, livestock, nursery, fisheries, and
other small businesses.
BRAC also recognizes that education is important to enlighten the rural people. BRAC educates
the children through informal, primary education, enabling them to develop literacy, numeric and
life skills. In 2003, BRAC operated over 34,000 schools and currently, it takes part in higher
education through BRAC University, offering quality education. Also, BRAC has expanded
internationally. For example, BRAC has registered as a foreign NGO in Afghanistan,
reconstructing infrastructure and supporting the people after decade-long conflict and war. It also
works in Sri Lanka to reconstruct infrastructure after destruction by the devastating tsunami.

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After its successful introduction in Afghanistan and Sri Lanka, BRAC launched its development
programs in eastern Africa. It has also started programs in Tanzania and Uganda and has been
registered in Southern Sudan. With its unique and integrated development approach, BRAC
introduces programs for poverty reduction in these countries by incorporating health, water and
sanitation components along with micro-finance schemes. Moreover, its program has been
replicated in over a dozen countries in the world.
BRAC has also been awarded ICAB Award for best presented published accounts and reports
(2004), SAFA best presented account award (2005),CGPA Financial Transparency award(2006),
Swadhinata Puroshkar (2007) which is the highest state award in Bangladesh , Conrad N. Hilton
Humanitarian Prize (2009) the world's largest humanitarian prize, as well as the Social
Performance Reporting Award, Silver Category(2010).

Undoubtedly, under Abeds leadership, BRAC has fought poverty, working towards social and
economic development in Bangladesh. This organization is considered a model for following
transformational leadership and social enterprise. Through BRAC, he has been fighting the
difficult battle against all that afflict the rural poor people. Abed, a transformational leader, of
this organization has demonstrated that community partnerships and institution building go a
long way in sustainable development, spreading and transferring knowledge to future.

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7. Conclusion:

In conclusion, relationship between leader and followers has a high influence in any
organizational performance. Those who are transformational leaders always be careful to his
decision making and its effects in his subordinates as they are the people who are finally going to
execute the designed structure of the leaders. If they are wrongly motivated this might cause a
great loss in the progress of the organizational. Due to all these our research has found that
leaders of Bangladesh should direct their leadership policies towards transformational leadership
as the employee and leader has a friendly and emotional attachment with their work in such work
environment and thus the task of the leader to influence and to achieve the objective of the
organization along with to reach to some result that is beyond other expectations which is highly
profitable for the organization. The leaders we have explained has proved with their leadership
qualities and our nation can do more well if more organizations follow such kind of leadership in
their pattern to management. Thus transformational leadership is making a revolutionary change
in inspiring and motivating workforce to provide the organization with creative and innovative
ideas and increase the efficiency of their organizational performance.

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 8. References:

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DR.Michael R.Mitchell,(2010),Leading, Teaching And Making Decision, Pg80.
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7th edition
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pp444
Debra L. Nelson and James Campbell Quick, 2002; Foundation, Realities & Challenges,
4th edition, pg.391
Gregory B. Northcraft and Margaret A. Neale, 1990, Organizational Behavior: A
Management Challenge, pg.400
S.V. Hussain(2003), Small Scale Industries in the New Millennium.
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for-managing-change.com/trait-theory-of-leadership.html
Trait theory of Leadership, Available: http://www.managementstudyguide.com/trait-
theory-of-leadership.htm
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central.com/behavioral-theories.html#axzz1eTmCpgI4
Transactional leadership, Available: http://www.money-zine.com/Career-
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4, Available: www.icomp.org.my/pub/feedback_leadership_management.pdf

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 John Hall, Shannon Johnson, Allen Wysocki and Kari Kepner, 2009, Transformational
Leadership: The Transformation of Managers and Associates. Available:
http://edis.ifas.ufl.edu/hr020
Hesselbein, Frances, and Paul M. Cohen. (1999). Leader to Leader. San Francisco, CA:
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Transformations in leadership, the journal of the east- west center leadership certificate
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"People Have the Power": Sir Fazle Abed Wins $500,000 WISE Prize for Education
http://bigthink.com/ideas/40924

9. Appendix:

The reference provided on the books is available in nsu library.

There are some ebook collected from google e book section.
Fazle Hasan Abed
A Social Entrepreneur and also a transformational leader Fazle Hasan Abed was born in

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1936 at Sylhet in Bangladesh. He was educated at Dhaka and Glasgow Universities. In
his thirties, he had a senior corporate executive position at a multinational company, but
during the liberation war in Bangladesh, he became discouraged. Driven by patriotism, he
left his job, went to London and began working on behalf of the independence of war-
affected Bangladesh. He immediately began a campaign to build world sentiment and
raise awareness against the genocide in Bangladesh. Soon thereafter, he founded BRAC
for the rehabilitation of the returning refugees in a remote area of Bangladesh. After three
decades, he led BRAC to become the largest NGO in the world, in terms of its scale and
diversity of interaction.
Abed was professionally associated with many positions which include being chairman
of the Finance and Audit Committee of International Rice Research Institute
(IRRI), Philippines; Visiting Scholar, Harvard Institute of International Development and
Member, International Commission on Health Research for Development,Harvard
University, USA; Chairman, Association of Development Agencies inBangladesh
(ADAB); Member, World Bank NGO Committee, Switzerland. He also currently holds
many positions including Commissioner, UN Commission on Legal Empowerment of the
Poor (CLEP); Global Chairperson, International Network of Alternative Financial
Institutions (INAFI) International; Member, Policy Advisory Group, The Consultative
Group to Assist the Poorest (CGAP), The World Bank, Washington DC. Abed has also
received several honorary degrees including Doctor of Humane Letters from Yale
University in 2007, Doctor of Laws from Columbia University in 2008, Doctor of Letters
from the University of Oxford in 2009 and Doctorate of Laws from the University of
Bath in 2010. In February 2010, Abed was appointed Knight Commander of the Most
Distinguished Order of St. Michael and St. George (KMCG) by the British crown in
recognition of his services to reducing poverty in Bangladesh and internationally.
On the First of November 2011, Abed was awarded WISE Prize, the world's first major
international prize for education by Qatar Foundation. Abed has received numerous
national and international awards for his achievements in leading BRAC, including the
David Rockefeller Bridging Leadership Award (2008), the Inaugural Clinton Global
Citizen Award (2007), the Henry R. Kravis Prize in Leadership (2007), the Palli Karma
Sahayak Foundation (PKSF) Award for Lifetime Achievement in Social Development

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and Poverty Alleviation (2007), Gates Award for Global Health (2004), UNDP Mahbub
ul Haq Award for Outstanding Contribution in Human Development (2004), Schwab
Foundation
Social Entrepreneurship Award (2002), Olof Palme Award (2001), UNICEF's Maurice
Pate Award (1992) and the Ramon Magsaysay Award for Community Leadership
(1980). Abed is recognized by Ashoka as one of the "global greats" and is a founding
member of its prestigious Global Academy for Social Entrepreneurship. In 2010 Abed
was appointed by UN Secretary General Ban Ki-moon to the Eminent Persons Group for
the Least Developed Countries.

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