37. Transformational Leadership (continued)
Burns’ Theory of Transforming Leadership (1978)
Leadership is a two-way influence process.
- Theory developed from descriptive research on political leaders
- Transformational leaders seek to raise the consciousness of followers by appealing to higher ideals and values. Followers are elevated from “everyday selves” to “better selves”
- Applies to individuals and institutions.
Leadership may be exhibited by anyone in the organization
Different from:
- Transactional leadership (where followers are motivated by appealing to their own self-interest)
- Influence based on authority, which emphasizes power and respect for rules and tradition
Bass’ Theory of Transformational Leadership (1985)
Builds on Burns, but provides more detail to describe transformational processes in organizations and also differentiates between transformational, charismatic, and transactional leadership
Uses the Multifactor Leadership Questionnaire
Uses the Multifactor Leadership Questionnaire
Defines transformational leadership in terms of its effect on followers
- Leaders transform followers
Transformational leadership is not the same as charismatic leadership.
- Components include:
- Intellectual stimulation (new ideas and empowerment)
- Charisma (overcome resistance to change)
- Individualized consideration (motivate and encourage)
- Transformational leaders seek to empower and elevate followers (charismatic leaders don’t always seek this)
Transactional leadership includes
- Use of incentives to influence effort
- Clarification of work necessary to achieve rewards and management by exception