Transformational leadership theoryLeadership with values, meaning and a higher purposeTransformational leadership theory has evolved from and contains elements of preceding leadership types, such as trait and behaviour theories, charismatic, situational and transactional leadership. Transformational leadership theory is about leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole. In this leadership style, the leader enhances the motivation, moral and performance of his follower group.
Originally this was in the context of his researches into political leadership, but this term is now used in organisational psychology as well. Macgregor drew the important distinction between transactional leadership and transformational leadership.
Transformational leadership theory transcends transactional leadership and rather than describing a set of specific behaviours, it outlines an ongoing process by which "leaders and followers raise one another to higher levels of morality and motivation" [Leadership, p20]. Transformational leadership theory is about leadership with values and meaning, and a purpose that transcends short-term goals and focuses on higher order needs.
The 4 Transformational leadership components
There are four leadership components of transformational leadership theory, which are: (1) Charisma or idealised influence - the degree to which the leader behaves in admirable ways and displays convictions and takes stands that cause followers to identify with the leader who has a clear set of values and acts as a role model for the followers. (2) Inspirational motivation - the degree to which the leader articulates a vision that is appeals to and inspires the followers with optimism about future goals, and offers meaning for thecurrent tasks in hand. (3) Intellectual stimulation - the degree to which the leader challenges assumptions, stimulates and encourages creativity in the followers - by providing a framework for followers to see how they connect [to the leader, the organisation, each other, and the goal] they can creatively overcome any obstacles in the way of the mission. (4) Personal and individual attention - the degree to which the leader attends to each individual follower's needs and acts as a mentor or coach and gives respect to and appreciation of the individual's contribution to the team. Bernard M. Bass [1985], suggested a transformational leadership theory that added to Burn's original theory - the extent to which a leader is transformational, is measured: (1) In terms of the leader's influence on the followers. (2) The leader success in seeking new ways for working, while he tries to identify new opportunities and assess threats.
Leading your people through change, putting it all together and managing the whole messy businessChange is an emotional business. The failure to address the human impacts of change is at the root of most failed change initiatives. It is not enough just to “manage” change; people need to be led through change. By convention we speak of change "management" but the reality is that change involves leadership as well as management. The primary causes of failure in change initiatives are all people related, and to do with emotions. So change leadership requires some very special qualities in the person[s] leading the change. Transformational leadership theory is about leadership that creates positive change in the followers, whereby they take care of each other's interests and act in the interests of the group as a whole. Here, the leader enhances the motivation, morale and performance of his follower group. This is more to do with “being” than “doing”. What you do, and how you do it will be largely determined by how you are as a person. Change is a messy business fraught with complexity, multiple factors and many things that can, and usually do, go wrong. There are 3 broad areas that need to be included in any successful change initiative, namely:
And all of this is examined, co-related and integrated with the other key areas leading your people through change, putting it all together and managing the whole messy business. To equip yourself, stay one step ahead with the tools and processes that will enable you to manage the messy stuff - check out the Practitioners' Masterclass [or click on the image to the right]. 8 FREE Introductory Lessons from Practitioners Masterclass - HERE
Organisational change is inseparable from personal changeJohn Kotter has said that the scale and pace of change that is impacting organisations now is such that it cannot often be planned for and it increasingly pushes leaders (and followers) beyond their own capacity to handle it. This scale and pace of change requires adaptive solutions. However, an adaptive response to change is only possible when we have either the personal capacity to do this, or have the self improvement resources to help us. The inherent (and flawed) assumption in most training and work-related attempts at encouraging personal change (in support of organisational change) is that it is skills based, in other words we can be taught to change. Whilst it is true that we can be taught, generally we won't change. We can't change because of our "immunity to change" or inner resistance. Managing Personal Change - Resources HERE
Further ResourceFor a more detail and further resource check out Richard Cox's excellent site
www.transformationalleadership.net
James MacGregor Burns - Leadership with a higher purpose Return back to Define leadership Home page
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James MacGregor Burns first brought the concept of transformational leadership to prominence in his book Leadership [1978]. 
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