Theory: Transforming/Transformational Leadership
Foundation of Theory: Is one of three core Theories of Transformation. These theories are a more humanized approach that will couples goals with individual and social advancement. The theories also look into people, process, and purpose while examining how individuals and collectives shape how leadership positively influences a system. We look into transformational leadership , to see who we are, how we talk to one another and how we complicate leadership. The goal is to get us to look into our imperfections and the problems that occur when working towards positive change.
Core of Theory: This theory has been a huge part of leadership literature for the past 40 years. This work has led to extensions like charismatic leadership, full-range model and authentic leadership. The theory originated with Downton’s work “rebel leadership and updated by Burns with morality and ethics. Burns wants ethics employed in leadership, else leaders are nothing more than managers. Burns defines leadership “ inducing followers to act for certain goals that represent the values and the motivations-the wants and needs, the aspirations and expectations-of both leaders and followers”. When it comes to leadership a leader will either take a more transactional approach or transforming approach in how they go about leading. Bass continued Burns work, by focusing on the application of practice. He did however shift to transformational and transactional leadership being two separate continua, not just one. Bass also focused on the theory being inherently ethical and looking into the importance of charisma. This led to problems during WWII, with the interpretation of the theory, which Bass later changed.
Summary of Theory: There are seven factors associated with a full range leadership model. There are four for transformational factors. The first is Idealized Influence, which is followers believing fulling in their leader giving them ultimate power. The second is Inspirational Motivation, which is stating that leaders need to inspire their followers. Intellectual Stimulation, leaders are trying to get followers to question and attack old situations with new views. The final is Individualized Consideration, “a two-way exchange in communication”. The transactional leadership factors are as follows. Contingent Reward is when followers are rewarded based off of accomplishment. Active Management-by-Exception, which leaders keep a close eye on followers to prevent errors. Finally, Passive Management-by-Exception this is similar to active management by exception but the leader does not correct followers when they are wrong.
Transformational leadership is the reason for a huge up swing in leadership research and how leadership is understood.
Key Terminology of Theory:
Multifactor Leadership Questionnaire – MLQ
Laissez-faire leaders – are passive, avoid responsibility or are not engaged with their role.
My Thoughts of Theory: There is a ton of information and research being done on this theory. I could go on and on about this theory, but I want to focus on the issue that went down during WWII. Burns opened up the door with taking away a moral compass with leadership and so we then had pseudo-transformational leadership. Hitler and Stalin off of this were then able to think they were good leaders. Which we know not to be true!