Transformational leadership

Question 1

Basis of transformational leadership

Answer 1

• scholars began to talk about the types of heroic, visionary and charismatic leaders that were associated with transformational change in organizations and society
• The focus was on both the skills and abilities the leader displayed and also (and crucially) the effects these had on followers, without making the assumption that they had to be genetically inherited (like early trait theories)

Question 2

Burns - Transformational leaders

Answer 2

• use the strength of their vision, personality and charisma to inspire followers to change expectations, perceptions, and motivations to work towards common goals and higher moral values.
• Transformational leaders inspire followers to have emotional attachments to the common goal and work passionately towards its realisation

Question 3

Burns- Transactional leaders

Answer 3

• involved the ‘give and take’ of bargaining to get followers to do what they want them to (for example, by offering pay incentives for doing their job in a particular way).
• Transactional leaders gain compliance from followers

Question 4

Bernard bass

Answer 4

instead of focusing on the traits of the leader (and assuming these are genetically inherited), Bass proposed the best measure of leadership was the effects of what leaders do on followers

Question 5

Bass and Riggio four elements of transformational leaders

Answer 5

1) Idealised Influence (II): Transformational leaders serve as role models for others. They are seen to embody the values and ideals they expect of their followers and make others want to imitate them, or strive to be like them.
2) Intellectual Stimulation (IS): Transformational leaders encourage and challenge their followers to be innovative, creative and challenge the status quo.
3) Inspirational Motivation (IM): Transformational leaders inspire and motivate followers through the vision they articulate. They inspire followers to put collective interests above their self-interests.
4) Individualised Consideration (IC): Transformational leaders display genuine concern for the needs and feelings of followers. They act as mentors and coaches for team members, working to develop, empower and inspire them to achieve more and be better.

Question 6

Metcalfe questionnaire of 14 transformational leadership competencies

Answer 6

The authors claim that respondents who score highly on the scale also correlate with these outcomes for followers:

• Producing higher achievement than normal/expected
• Increased job satisfaction
• Motivation to achieve more than expected (‘raise the bar’)
• Higher satisfaction with leader’s leadership style
• Lower levels of job‐related stress

Question 7

Criticisms of transformation leadership

Answer 7

• Doesn’t capture reality (studies are often extreme cases of change by seniors)
• ‘Dark side’, narcissistic tendencies and unwilling to see limitations
• Transformational leaders can invoke ‘blind faith’ among followers, making them unable to make decisions themselves and unwilling to question decisions made by the leader.
• Change can be difficult to sustain when the leader leaves the project or organization because followers rely on the one charismatic leader for inspiration and direction.