readings icon presentation iconquiz iconresources icon

8.2.2 Transformational Leadership

Beyond all other attributes the transformational leader is intensely passionate about involving others and inspiring them to achieve a vision. Avolio, Waldman and Yammarino (1991) confirmed four main behaviours that have come to delimit the transformational leader. They are:

Later Bass and Avolio (1994), extended and further explained the transformational leadership styles and behaviours.


Table 1 Transformational leadership styles and behaviours

Style

Leader behaviour

Idealised influence

Living one's ideals

  • Talk about their most important values and beliefs
  • Specify the importance of having a strong sense of purpose
  • Consider the moral and ethical consequences of decisions
  • Champion exciting new possibilities
  • Talk about the importance of trusting each other

Inspirational motivation

Inspiring others

  • Talk optimistically about the future
  • Talk enthusiastically about what needs to be accomplished
  • Articulate a compelling vision of the future
  • Express confidence that goals will be achieved
  • Provide an exciting image of what is essential to consider
  • Take a stand on controversial issues

Intellectual stimulation

Stimulating others

  • Re-examine critical assumptions to question whether they are appropriate
  • Seek differeing persectives when solving problems
  • Get others to look at problems formmany different angles
  • Suggest new ways of looking at how to complete assignments
  • Encourage non-traditional thinking to deal with traditional problems
  • Encourage rethinking those ideas which have never been questioned before

Individualised considerations

Coaching and development

  • Spend time teaching and coaching
  • Treat others as individuals rather than just as members of the group
  • Consider individuals as having different needs, abilities, and aspirations from others
  • Help others to develop their strengths
  • Listen attentively to other's concerns
  • Promote self development

Idealised attributes

Respect trust, and faith

  • Instill [sic] pride in others for being associated with them
  • Go beyond their self-interests for the good of the group
  • Act in ways that build others' respect
  • Display a sense of power and competence
  • Make personal sacrifices for others' benefit
  • Reassure others that obstacles will be overcome

(Bass and Avolio, 1994; & Bolden, et al, 2003:16)


The aspects to these behaviours are also examined in the above Reading by Stone, Russell and Patterson. The following table confirms some critical differences between Transactional Leadership and Transformational Leadership.


Table 2 Comparison of Transactional and Transformational Leadership

Transactional leadership

Transformational leadership

Builds on man's need to get a job done and make a living

Builds on a man's need for meaning

Preoccupied with power and position, politics and perks

Is preoccupied with purposes and values, morals, and ethics

Is mired in daily affairs

Transcends daily affairs

Is short-term and hard data oriented

Is oriented towards long-term goals without compromising human values and principles

Focuses on tactical issues

Focuses more on missions and strategies

Relies on human relations to lubricate human interactions

Realises human potential - identifying and developing new talent

Follows and fulfils role expectations by striving to work effectively within current systems

Designs and redesigns jobs to make them meaningful and challenging

Supports structures and systems that reinforce the bottom line, maximise efficiency, and guarantee short-term profits

Aligns internal structures and systems to reinforce overarching values and goals.

(Covey, 1992)

previous page arrow Previous Page - Next Page next page arrow