Transformational Leadership

Burns (1978) was a pioneer within transformational leadership theory. Burns' thinking is based on the assumption that leaders and followers can contribute to the growth of each other. Transformational leadership (TL) seems to be an appropriate approach when fundamental changes are required. TL is based the assumption that a vision can transform followers and lead to transformations in an organization, a field which can mean paradigmic shifts and new direction.

It is supported by Harms and Crede (2010) when they describe transformational leaders as "mentors to their followers by encouraging learning, achievement, and individual development they provide meaning, act as role models, provide challenges, evoke emotions, and foster a climate of trust" (p. 6)

Beaudoin (2007) discusses the advantages of a transformational and transactional leadership approach in academia and concludes that the most effective leadership style depends on the position of Distance Education (DE) in the institution. In an institution where DE is accepted, Beaudoin argues that a transactional leadership approach can be useful focusing on reinforcing and rewarding of the followers who have transformed their practice. Whereas the leader benefits more from a transformational leadership model if the followers have to be motivated to go into DE and the leader therefore has to move the followers to think and act in new ways.  According to Beaudoin, a third useful leadership style is the transitional which links the transformational and the transactional approach.

Given (2008) states that "a transformational leadership style will have a positive impact on:

·         organizational citizenship behavior/performance

·         long-term commitment, a sense of purpose, and the mutual interest of leaders and followers

·         organizational vision

·         on empowerment

·         job satisfaction

·         commitment

·         trust

·         on self-efficacy beliefs

·         motivation" 

In a review of leadership theories, Avolio, Walumbwa, and Weber (2009) equate transformational and charismatic leadership. It is not clearly described, why they make such a narrow link between transformational, which points at the processes of leadership and charismatic, which covers the personality of the leader. However, they provide a brilliant overview of theories such as servant leadership, authentic leadership, cross-cultural leadership and e-leadership

Furthermore, the authors highlight four essential leadership issues in future research across the different theories they present in the review:

1. More future research in leadership will be mixed methods.

2. Determining the causal mechanisms that link leadership to outcomes will be a priority.

3. Assessing and developing leadership using evidence-based strategies will be a target focus.

4. Examining strategic leadership as a process and person will be an evolving area of theory

and research (p.442).

We could add the need for research in self-directed leadership - at a micro- and macro-level.

References:
Avolio, B.J., Walumbwa, F.O. & Weber, T.J. (2009). Leadership: Current theories, research, and future directions, Annual Review of Psychology, 60, 421-49.

Beaudoin, M. F. (2007). Reflections on research, faculty and leadership in distance education. Oldenburg: Der Carl von Ossietzky Universität Oldenburg – BIS – Verlag.

Burns, J.M, (1978). Leadership, New York, N.Y.: Harper and Raw Publishers.

Givens, J. R. (2008). Transformational leadership: The impact on organizational and personal outcomes Emerging Leadership Journeys, 1(1) pp. 4-24.

Harms, P. D. and Crede, (2010). Emotional intelligence and tranformational and transactional leadership: a meta-analysis. Journal of Leadership & Organizational Studies 17(1) p. 5-17.