The transformational leader strategizes a plan that emphasizes collective identities. To accomplish the vision the leader will build confidence and optimism, while citing core values and ideals. The leader focuses on how best to communicate that the change desired is good for all and that the followers support is crucial to success. Roueche, Baker III and Rose, (2014) propose that a leader with passion can accomplish an immense amount of achievements, if they can inject energy into their followers. The leader would need to focus on the development of a plan that allows followers to view the future and create excitement.
This style of leadership promotes success and trust in a team with a common goal in mind which is to make it at all cost. Leading to a process where the leader assists his followers to become better leaders in order to carry the team forward and influence innovation amongst his followers. Thus, leaders allow their followers to explore new processes of solving challenges in the most profitable way; this is one of the characteristics of a transformational leader known as “Intellectual stimulation”. Sharing of ideas is the most vital behaviour of transformational leaders because it helps improve communication between followers themselves and with leaders, fostering support and encouragement amongst members in a team, and thus referred to as individualised consideration. Inspirational motivation is one of the few desired characteristics of transformational leaders since they are able to articulate the vision that will help the organisation to achieve great success to their followers.
There is no deep connection between leaders and followers , they do not have any shared and common believes and they do not work together towards a common organizational purpose. This kind of leadership has limited potential for success. Transforming leadership occurs when one or more people engage with others in such a way that leaders and followers connect with each other and help each other to get better in terms of motivation and morality. According to Burns, this transformation and change of leaders and followers is due to transforming leadership. This leadership can give favorable long term performance.
Not only does the attributes of a charismatic leader leads to success, but the very same attributes can become negative which is then the double edged sword. Thus, the recognition of charismatic leadership and its subsequent careful monitoring is very essential to avert abuses and
There is complexity in it. Transformational leadership is a conglomerate of various leadership characteristics which not be easy learn. Such transformational leadership weaknesses could improve the leader integrate more servant leadership elements. Those can give the followers greater ownership, responsibilities, formulation of collective vision that will serve both the followers and organization stakeholders. Establishing the methodologies to have measurable indicators will help to learn the complexities of transformational leadership.
These theories were strongly influenced by James McGregor Burns (1978) but Bass (1985,1996) has more empirical research on this theory. Both of transactional and transformational leadership were defined to influence followers and the effects of the leader on followers. The transformation leadership can provide clear meaning and challenge with idealized and inspiring behaviors that could calculate potential risks, performing high standard of command. This leadership appeals to raise follower consciousness about ethical issues and begin their energy and resources to reform the organization. They enhance the team spirit, leaders using the inspiration, idealized influence to their follower, envision a range of possible future, make a clear direction to goal and commitment to the mission to their followers.
The leader’s ability to inspire, motivate, and foster commitment to a shared purpose is crucial (Bass, Waldman et al., 1987). Transformational leaders seek new ways of working, seek opportunities in the face of risk, prefer effective answers to efficient answers, and are less likely to support the status quo. Transformational leaders do not merely react to environmental circumstances; they attempt to shape and create them (Avolio and Bass, 1988). Transformational leaders may use transactional strategies when appropriate, but they also tend to utilize symbolism and imagery to solicit increased effort. The leader accomplishes this by raising the level of intellectual awareness about the importance of valued outcomes, by raising or expanding individual needs, and by inducing a belief in transcending self-interest for the sake of the team or organization (Bass,
In his works, he argued, “charisma is an ascribed feature” (Winkler, 2010), which means that if the admirers of a leader describe him or her as charismatic, it is most likely that he or she would be a charismatic leader. Moreover, this fact does not depend on whether the leader actually possesses any extraordinary traits. (p. 32) Weber used the term “charisma” to describe the influence mechanism, based on the perception and evaluation of the leader by the followers and supporters as a person who has unique properties and qualities. According to Weber, charisma is manifested in different periods of social and socio-political crisis and decline. In such situations, a leader with outstanding personal characteristics offers a radical and effective resolution of the crisis.
His charisma enables him to whip up the enthusiasm of his employees to achieve more by doing seemingly impossible tasks, and also convince customers to buy Apple products. He is also a transformational leader which he focuses on “transforming” others to help each other, to look out for each other, to be encouraging and harmonious, and to look out for the organization as a whole. At Apple, he is seen as a leader whose brilliance and idealistic vision of “providing computers as a tool to change the world,” drew other talented people to him whereas his Leadership creates valuable and positive change in the followers. In his leadership, he enhances the motivation, morale and performance of his follower group. Therefore, he can still regarded as both charismatic and transformational.
Hence, as a leader, they have to continually work to widen their vision and develop their insight into the universal, social and related issues that surround the organization in order to perform better. Every leader has their own leading style to lead their followers and the leading style is determined by their behaviours. The actual behaviours exhibit by the