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.
Traditional Leadership Styles Even though not all organizations may benefit from transformational leadership if not in a state of change, a transactional approach has merits for clarifying roles and setting specific goals for followers. The popular leadership theory is transformational yet both transformational and transactional styles are equally selective of certain characteristics and behaviors where females tend to display a natural affiliation towards transformational. Transformational motivates and stimulates followers whereas transactional can have a negative impact that leads to demoralization of followers. Transactional leadership operates on a reward or punishment approach that thrives in a stable predictive environment. Transformational
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.
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,
Transactional Leadership and Organizational Change: Literature on leadership shows a progressive model, which starts from focusing on the traits and characteristics of a leader, then focuses on behavior and afterward highlights on the contextualized nature of the leadership. The concept of leadership starts with the unique focus on the theory of “Great Man”. The supporter of the great man theory assumes that leaders are born and have innate qualities; therefore, leaders cannot be made. The word “Man” was intentionally used to indicate the role of males only. Early research on leadership further focused on the common characteristics that discriminate leaders from followers.
Characteristic of Transformational Leadership Diaz-Saenz (2011) described that more than 30 years, transformational leadership has been the one of the most studied and debated within the field of leadership. This term was first stated by Dowton (1973), after that James Mac Gregor Burns (1978) tried to link the role of leadership and followership, and stated that transformational leadership is quite different with transactional leadership, because it is contrary with followers’ need. Burns explained the differences about transactional and transformational leadership, he explained that transactional leadership is focus on exchanges that happen between leaders and followers, the employees got what they achieved. Manager who give promotion after
People with this style are true leaders who inspire their teams constantly with a shared vision of the future. b. While this leader’s enthusiasm is often passed on to the team, he/she need to be supported by “detail people”. That’s why, in many organizations, both transactional and transformational leadership are