GRADUATE SCHOOL OF BUSINESS

LEADERSHIP (SMB5207)

Rev JP Ndlovu

INDIVIDUAL ASSIGNMENT 1

ISAAC CHINHENGO : N01910271T

Research Paper – Leadership Theory

Transformational Leadership

Date : 08 June 2020

Abstract

According to transformational leadership theory, one of the fundamental ways in which leaders
influence followers is by creating meaningful work. Transformational theory has been widely
used in leadership systems around the world. Transformational leadership style influences the
development and success of organisations. This paper discusses the theories of
transformational and how they influence outcomes within workplaces

Introduction

Leadership is an important requirement in the process of change management for moving an

organization create new ideas that are creative and innovative to excellence (Hargreaves,
Fullan, & Hopkins, 2010). Given that influence in organizations is considered a fundamental
route to promote alignment of corporate strategic goals and the actions of those striving to
achieve them, the talent to convert employees into engaged agents has long been viewed as one
of the skills essential to highly effective organizational leaders (e.g. Teal, 1998).
Transformational Leadership Theory has been proposed with this focus and has undergirded a
number of scientific studies, becoming a leading stream of inquiry in the international literature
(Antonakis, 2012; Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010).

Transformational leadership has been defined as influencing followers by broadening and

elevating followers' goals and providing them with confidence to perform beyond the
expectations specified in the implicit or explicit exchange agreement (Shin & Zhou, 2003).
One distinctive characteristic that differentiates transformational leadership from other
leadership approaches is its active involvement with and engagement of personal values among
followers (Jung, et al., 2009).

Transformational leadership can also be defined as the process of influencing major changes
in the attitudes, beliefs, and values of followers to a point where the goals of an organization
and the vision of the leader are internalized and followers achieve performances beyond
expectations (Lowe & Gardner, 2000). In this process, leaders and followers raise one another’s
levels of morality and motivation and leaders achieve followers’ best efforts by inspiring them
to identify with a vision that surpasses their own immediate self-interests. The transformational
leader aspires to elevate the followers’ higher-order needs meaning that leaders and followers
raise each other’s motivations and senses of purpose. This implies that the aims and aspirations
of both parts congeal into one, being established common goals in which they can identify
themselves (Bryman, 2006).
The transformational leadership that is needed today, it has the potential to inspire subordinates
to do their best, develop their skills so as to deliver those subordinates to advanced intellectual
levels. The transformational leader is able to urge his followers to achieve more than the
expected. Conger (2002) views transformational leadership as the leadership that goes beyond
incentives for performance, to develop and encourage workers intellectually and creatively, as
well as to transform their own concerns into an essential part of the organization’s mission. It
is defined by Trofino (2000) as the kind of leadership that sets a clear vision for their
organizations. Kirkan (2011) noted that transformational leadership is a leadership pattern used
by leaders to change the current situation by identifying those who follow the organization’s
problems through inspiration, persuasion, and excitement to achieve a high level of clear vision
for the purpose of recognizing common goals.

The potential impact that transformational leaders have on their contexts, by introducing
substantial changes to their social and work environments, as well as on the values and
behaviours of their followers justifies this interest. In fact, in the world of open markets in
which organizations must deal with aggressive competitors and increase the quality of their
performance with fewer resources, leaders play an important role in helping individuals and
organizations prosper or simply survive.

The Theory of Transformational Leadership

According to Burns (1978), the basic theory of transformational leadership is interpersonal

relationship, motifs and also value. Burns explains the leadership, not only is power in
influencing another person but also as a development of moral values in influencing others.

The goal of the theory of transformational leadership is to increase the value of the moral and
motivation of followers to the extent subordinated can think about contributions to the
organisation. Burns explains that leaders have charismatic properties also have the
characteristics of behaviour in mind as a leader. Burns related to the difficulty in differentiation
between management and leadership. Burns claimed that the differences are in characteristics
and behaviours. He established two concepts: "transforming leadership" and "transactional
leadership". According to Burns, the transforming approach creates significant change in the
life of people and also organizations. It redesigns perceptions and values, and changes
expectations and aspirations of employees.

According to Bass (1998), transformational leaders achieve superior results with one or more
of the four components of transformational leadership below
 1. Charismatic leadership (or idealized influence). The leader acts in ways that result in
being a role model for the followers. Thus, the leader becomes admired, respected, and
trusted by the followers who want to emulate them. The followers also recognize
extraordinary capabilities, persistence, and determination in the leader. It is also evident
that the leader is willing to take risks to achieve goals but assumes an ethical and moral
conduct for that.
2. Inspirational motivation. The leader provides meaning and challenge that motivates and
inspires the followers’ work. In this case, the leader promotes team spirit, enthusiasm,
and optimism in their followers. The leader involves them in a positive vision of the
future and communicates high expectations that followers want to achieve.
3. Intellectual stimulation. The leader promotes their followers’ innovation and creativity
by questioning established assumptions, reframing extant problems, and approaching
old problems in new ways. In this way, the leader encourages creativity and does not
use public criticism to respond to individual followers’ mistakes. Rather, the leader
solicits new ideas and creative solutions to problems.
4. Individualized consideration. The leader attends to each follower’s need for
achievement and growth by acting as coach or mentor. The leader tries to create new
learning opportunities in a supportive climate; thus, the leader demonstrates acceptance
for individual differences, provides encouragement to some followers, standards
patterns of work to others, and provides autonomy to those with more experience. In
this way, the leader establishes two-way exchange processes of communication with
the followers, adopts an active listening style, and delegates tasks to develop followers’
skills.

According to Leithwood (1994), components of transformational leadership is explained

through the dimensions of building the vision and goals, providing intellectual stimulation,
offering support individually, being exemplary to the important values of the organization,
indicating high work performance, building a creative school culture and developing structures
and encouraging involvement in the decision-making process. The transformational leader also
shows high leadership value through commitment to achieve the intent by encouraging the
involvement of others, develop intellectual and stimulating motivation to give full
commitment. Transformational leadership practices can create a creative culture especially in
the way of thinking for solve the problem though the challenge. The following are the
dimensions of a charismatic leadership:
 1. Identifies and articulates a vision - Behaviours on part of the leader aimed at identifying
new opportunities for his or her organisation. The leaders also will try to develop (often
collaboratively), articulating and aspiring others with a vision of their future.
2. Fosters the acceptance of group goals - Behaviours on the part of the leader aimed at
promoting cooperation among staffs. Leaders also will assist their followers to work
together towards common goals.
3. Conveys high-performance expectations - These behaviours demonstrate the leader’s
expectations. A leader wants excellence, quality and high performances on the part of
their staffs.
4. Provides appropriate models - The leader will set a good example for staff to follow.
The followers will be consistent with the values exposed by the leader.
5. Provides intellectual stimulation - The leaders will challenge staffs to re-examine some
of the assumptions about their work. Followers will have to rethink how it can be
performed.
6. Provides individualized support - The leaders will indicate respect for individual
members of staffs. They concern about their followers personal feelings and needs.

According to Slocum & Hellriegel (2007), Transformational. Leadership is divided into four
main dimensions. The dimension are made up of an attitude that shows consideration of
individual-based, build intellectual stimulation, stimulate motivation and nurture an ideal
influence among his followers. Transformational Leadership involves a leader in influencing
his followers through adopting leader`s behaviour. It involves behaviour that became
exemplary in planning the future of the organization, be an inspiration among followers
especially in matters related to innovation and new ideas, develop followers towards becoming
a leader or a better leader and guide the organisation towards becoming a community can step
up to the challenge. The following are the main dimensions of Transformational Leadership:

1. Inspired Motivation - This triggers the inspiration transformational leader among his
followers through the acts and also his words. Transformational leaders will guide his
followers by providing them an awareness of the challenges and the meaning of
whatever is done. They often involve followers in the aspiration to achieve the goals.
2. Provides Intellectual Stimulation - Practicing leadership leaders encourage followers to
think transformational abnormalities to be more innovative and creative. With this in
mind, a leader dare question any assumptions by exploring ideas and new methods as
well as cope with any situation with a new way. Transformational leaders are
 individuals who dared to change the status quo in bringing changes to achieve the goals
expected. Through the intellectual stimulation created, Transformational leaders
develop wisdom and followers become more creative especially in the field of problem
solving. Transformational leaders produce creative, rational problem-solving
approaches as well as expand the force thought and intellectual followers.
3. Fostering an Ideal Influence – The Transformational Leader behaviours become
inspiration and followed by his followers. This individual leader can leave his personal
interests for the sake of the interests of others who are more in need. Leaders such as
these show high level of moral and ethical standing in their leadership. The
Transformational Leader does not manipulate power in maximum but use all power
sources for cooperating individual. The influence builds by the charisma of the
Transformational Leader itself. The Leader shows willingness to share risk in order to
achieve the objectives of the organization. Selfless attitude of personal interest and wise
use of its powers in mobilizing individuals and working groups in the organisation
striving to achieve the desired outcome makes the Transformational Leaders admired,
respected and trusted.
4. Consideration of individuals - Consideration of individual sensitivity and respecting the
differences among individuals makes a Transformational Leader successful. This
situation can form consensus in achieving organisational goals. Consideration on the
basis of an individual means that the leader focuses specifically to each member
organization in the aspect of the need to achieved success.

Characteristics of Transformational Leaders

The first characteristic of Transformational Leaders is that they have a vision that provides
direction and meaning to their followers (Conger, 1999; Kotter, 1996). The vision might
involve a specific mission and detailed goals or may be as vague as a dream. In either case, it
should be a source of self-esteem for followers and reflect an interesting future for the group
or organization (Carlson & Perrewe, 2005).

Second, Transformational Leaders are efficient in communicating their high expectations for
followers and believe that group members will be able to improve their performances and skills.
For example, in the Bass model (1985), leaders used inspirational motivation to encourage and
inspire followers as well as intellectual stimulation to support followers` innovative and
creative efforts.
Third, Leaders’ high expectations regarding their followers also imply that they understand
human needs, assume actions that satisfy their subordinates’ needs for recognition, and
reinforce their sense of belonging and self-esteem (Carlson & Perrewe, 2005). Thus, the leader
must attend to personal differences among followers and treat them accordingly.

Fourth, to promote the personal growth of followers, Transformational Leaders use

empowerment processes rather control strategies to achieve a transformational influence over
the group (Conger, 1999). In fact, the leader’s empowering tendency has been stressed in all
significant models of transformational leadership. Thus, the leader demonstrates determination,
optimism, self-confidence, and confidence in the collective ability to accomplish the mission
and realize the vision (House & Shamir, 2003). Such behaviour has a dramatic influence on
followers, providing them with confidence and a willingness to self-sacrifice to achieve the
established goals.

Finally, Transformational Leaders demonstrate a strong set of personal values (Piccolo &
Colquitt, 2006). For example, Bass’s (1985) idealized influence suggests that leaders should
act as role models for their followers. As House and Shamir (2013) stated, charismatic leaders
build positive images for followers and assume a lifestyle that is consistent with the values of
their vision. These actions cause leaders to be evaluated as competent, credible, nurturing, trust
worthy, and motivated to serve the established mission of the group or organization. Thus,
defending values of integrity, honesty and justice implies that Transformational Leaders act in
accordance with the members of the group. If the leader stands for positive values and behaves
in a way that is congruent with this stance, then members will be more likely to analyse their
own goals and beliefs as well as assume shared values that can augment group effectiveness
(Carlson & Perrewe, 2005)

The Impact of Transformational Leadership

A long line of research has examined the relationship between transformational leadership and
followers’ performance, attitudes, creativity, and organizational citizenship behavior. Shin and
Zhou (2003) theorize that leaders' transformational leadership is positively related to followers'
creativity. However, the cross-sectional design excluded the interpretation that there was a
causal relationship between transformational leadership and creativity. For instant, leaders who
were more transformational might attract and select more creative followers, or be more
sensitive in detecting creativity in their followers. Past studies also showed the transformational
leadership is positively related to the task performance and organizational citizenship behaviors
(OCB) of followers (Liang & Chi, 2013). Jung et al. (2009) provide evidence that
transformational leadership will have a positive effect on leadership effectiveness across two
cultures (in the U.S. and Korea) and this effect will operate at the individual level of analysis
(in terms of individual differences). There is general support for strong and positive
relationships between transformational leadership and subjective performance outcomes
(Zacher & Jimmieson, 2011).

There is evidence showing positive relationships between Transformational Leadership and

performance (Breevaart et al., 2014). Among the difference leadership style, many researchers
also found that transformational leadership is stronger than the relationship between
transactional leadership and performance (Dvir, et al., 2002). The positive relationship between
transformational leadership and task performance is also supported by a great deal of research
(Piccolo and Colquitt, 2006; Judge and Piccolo, 2004; Lowe et al., 1996). According to Bass
(1985), transformational leaders provide constructive feedback to their followers, convince
their followers to exhibit extra effort, and encourage followers to think creatively about
complex problems. As a result, followers tend to behave in ways that facilitate high levels of
task performance. In addition transformational leaders persuade followers to go beyond
personal interest for the sake of the collective. When followers associate their own success with
that of their organizations’ and identify with the organizations’ values and goals, they become
more willing to make a positive contribution to the work context (Podsakoff et al., 2000).

Transformational Leadership and Work Performance

The results of a research by Cavazotte et al., 2013 indicate that transformational leadership
seems to be associated with increased levels of performance and helping behaviours in the
Brazilian work context. The research also observes that subordinates of individuals that are
perceived as transformational leaders report stronger identification with their superiors and
higher levels of selfefficacy regarding their work. From a practical perspective, the research
suggested that developing transformational capabilities seems to be worth the effort for those
who wish to take part in leadership roles, as well as those who want to sponsor leadership
development programs. Given that even charisma, once understood as a stable trait, seems to
be possible to develop (c.f. Antonakis, Fenley, & Liechti, 2011) and that transformational
leadership training has been shown to be valuable to individuals in distinct organizational levels
(Antonakis, 2012; Lowe et al., 2006), research findings encouraged the expansion of teaching
and training agendas that include transformational development strategies in Brazil.
One of several ways transformational behaviours boost subordinate performance is by
increasing confidence on their ability to do their jobs. Thus, focus on transformational
development that emphasizes empowering initiatives should be recommended. On the other
hand, transformational leaders will only promote helping behaviours as far as their followers
become closely identified with them. Since identification is a process related to shared values
and beliefs, efforts should be made to also leverage the value compatibility between leaders
and followers in work assignments, particularly in context where collaboration is an important
target.

Conclusion

Effective leadership style is a critical success for every organization. Transformational leaders
elevate the goals and promote the morality of followers. Transformational leadership is
assumed to elevate the self-efficacy of employees. That is, employees are more inclined to feel
their efforts will translate into improvements or changes in performance. There is some
evidence that transformational leadership style is linked to follows performance.
Transformational leaders employ a visionary and creative style of leadership that influence
followers work characteristics and task performance.

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