What Is Trasformational Leadership (Part I)
I. Transformational Leadership and Style of Transformational Leadership
Transformational leadership is generally about “implementing new ideas; these individuals continually change themselves; they stay flexible and adaptable; and continually improve those around them” (Johannsen 2008). The theorists mostly associated with modern day transformational leadership are James McGregor Burns and Bernard Bass, a follower of Burns who gave the fundamental qualities of a transformational leader that distinguishes him from the transactional leader (Johannsen 2008).
According to Burns, from his Pulitzer Prize winning book entitled Leadership, the transformational leader possesses the following characteristics: charisma, vision, intellectual stimulation and inspiration (Johannsen 2008). These characteristics are found in transformational leaders whether they are in politics, military, business or other fields. Charisma is the quality is a certain quality which is very hard to define but generally means that it attracts others to follow the person to a certain degree. Vision is a picture of the future created by the leader. This is a good future or a desired state that people generally wants. The leader creates this vision and at the same time gives them the means in achieving it. This way, the people commits themselves to the goal. Intellectual stimulation is the way by which the leader grasps the problem and offer solution by challenging the already existing norm or boundaries of the people. Inspiration is more than giving people hope. The leader shows a clear way for the people by whom they are inspired to follow and do the job.
Aside from these qualities of a transformational leader, there are also four core strengths he must develop: self mastery, transformational mind-set, influence and skills development (Johannsen 2008). Self mastery is the quality of knowing oneself and the ability to know how to overcome one’s limitations. Transformational mind-set is having actions supported by one’s set of beliefs. Influence is the ability to move others into action without relying on simple authority. Skills development is the ability to acquire and enhance skills necessary in achieving the goal.
Jack Welch of General Electric Company is one of the best examples of transformational leaders. With $12 million capitalization of GE, he transformed the company into one of the largest companies in the world with a value of around $500 million when he stepped down as CEO in 2000. One of his notable innovation included changing the human process of GE’s big organization (Kotelnikov 2001).
Despite the success of many transformational leaders, such as Welch, those who are against the theory believe that these characteristics or qualities are very rare and are found only in few individuals. Their qualities are inborn and cannot be simply developed and imitated by others just for the sake of becoming transformational leaders. They believe that realistically, transformational leaders are born and not made. Thus it is not possible for a company or organization to insist on transformational leadership.
Transformational leadership is generally about “implementing new ideas; these individuals continually change themselves; they stay flexible and adaptable; and continually improve those around them” (Johannsen 2008). The theorists mostly associated with modern day transformational leadership are James McGregor Burns and Bernard Bass, a follower of Burns who gave the fundamental qualities of a transformational leader that distinguishes him from the transactional leader (Johannsen 2008).
According to Burns, from his Pulitzer Prize winning book entitled Leadership, the transformational leader possesses the following characteristics: charisma, vision, intellectual stimulation and inspiration (Johannsen 2008). These characteristics are found in transformational leaders whether they are in politics, military, business or other fields. Charisma is the quality is a certain quality which is very hard to define but generally means that it attracts others to follow the person to a certain degree. Vision is a picture of the future created by the leader. This is a good future or a desired state that people generally wants. The leader creates this vision and at the same time gives them the means in achieving it. This way, the people commits themselves to the goal. Intellectual stimulation is the way by which the leader grasps the problem and offer solution by challenging the already existing norm or boundaries of the people. Inspiration is more than giving people hope. The leader shows a clear way for the people by whom they are inspired to follow and do the job.
Aside from these qualities of a transformational leader, there are also four core strengths he must develop: self mastery, transformational mind-set, influence and skills development (Johannsen 2008). Self mastery is the quality of knowing oneself and the ability to know how to overcome one’s limitations. Transformational mind-set is having actions supported by one’s set of beliefs. Influence is the ability to move others into action without relying on simple authority. Skills development is the ability to acquire and enhance skills necessary in achieving the goal.
Jack Welch of General Electric Company is one of the best examples of transformational leaders. With $12 million capitalization of GE, he transformed the company into one of the largest companies in the world with a value of around $500 million when he stepped down as CEO in 2000. One of his notable innovation included changing the human process of GE’s big organization (Kotelnikov 2001).
Despite the success of many transformational leaders, such as Welch, those who are against the theory believe that these characteristics or qualities are very rare and are found only in few individuals. Their qualities are inborn and cannot be simply developed and imitated by others just for the sake of becoming transformational leaders. They believe that realistically, transformational leaders are born and not made. Thus it is not possible for a company or organization to insist on transformational leadership.
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