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The Influence of The Transformational Leader
The Influence of The Transformational Leader
This article
leaders
that
boundaries.
provide new
behaviors for their organizations.
organizations.
James MacGregor Bums seminal study
(1978) provided initial definitions of
transformational leadership by drawing a
distinction
between
transformational
transactional
leadership styles.
researchers followed Bums lead and
and
Other
provided
According to
in-depth descriptions.
and Hinkin (1998), transformational
leadership is a process that motivates people by
appealing to higher ideals and moral values,
defining and articulating a vision of the future,
more
Tracey
leadership
provides
energy-producing
produce.
104
defined a transformational leader as one who
formulates an inspiring vision, facilitates the
vision, encourages short-term sacrifices, and
makes pursuing the vision a fulfilling venture.
described
Stephen
Covey
(1991)
transformational leadership as the parent of
Transformational
transactional leadership.
leadership provides the frame of reference
within which transactions of power within
organizations take place. Bass and Avolio
(1993) asserted that organizations should move
in the direction of more transformational
qualities in their cultures while continuing
effective transactional qualities.
Therefore,
transactional managerial tasks must follow the
new directions and adjust to the changes.
Themes in Transformational
Leadership
Characteristics of Transformational
Leaders
Leader descriptions
often focus on
behaviors. As Finkelstein and Hambrick (1996)
stated: &dquo;It is appropriate that our conception of
executive activity ... extends beyond strategic
choice to include executive behaviors. Day in
and day out, seemingly minute actions by
executives can have a major effect on
organizational functioning and performance&dquo; (p.
However, external behavior reflects
71).
internal influences as well as relationship goals.
These behaviors function within internal,
external, and relational contexts.
The internal context of the individuals
behavior is the foundation for transformational
leadership (Herrington, Bonem, & Furr, 2000).
Leaders
must
experience
personal
transformation within themselves before they
can truly help to transform other people.
Personal renewal and reflection are important
ways that leaders change their inner selves
(Herrington, Bonem, & Furr). The leaders own
development provides internal changes that
produce an emotional link or bond between the
leader and followers (Popper & Zakkai, 1994).
Dixon
discovered
inner
(1998)
characteristics of transformational leaders that
produce effective behaviors. He indicated that
self-confidence (I can make a difference),
inner integrity, honesty, and personal values
A key
influence the leaders behavior.
in
is
for the
effective
ingredient
performance
leader to connect his or her life experiences with
transformational behaviors (Avolio, 1994). This
inner connection and resulting behavior lead to
the
external
behaviors
that
transform
organization. For example, a sense of personal
involvement produces a vision for the group
(Schuster, 1994). Vision begins when a leader
wants his or her own life to make a difference.
The leaders external and visible behavior
has an impact on the organization (Avolio, 1994;
Finkelstein & Hambrick, 1996). There is a
cascading effect from higher-level leaders to
lower-level leaders due to modeling effective
behaviors, hiring others with similar behaviors,
and behaviors being reinforced by the
105
achieve success
in
behavior are
Changes
(Keller, 1992).
to
culture
necessary
change
(Trahant, Burke, &
a
Koonce, 1997). Therefore, leaders relational
behavior affects the organization.
The relational context introduces two
primary areas of the transformational leaders
influence. According to Schuster (1994), they
are: 1) deep thinking (the head) and 2) empathy
(the heart). The transformational leader affects
the followers thinking by appealing to their
hearts. He or she creates a relational context
that motivates the followers to act on their own
behalf and for the needs of others. The leader
relates to their developmental needs (Popper &
Zakkai, 1994), their deeply held values (Mink,
1992), and their needs for respect and caring
to
(Dixon, 1998).
The
organization.
An
Emphasis
Change
According
upon
Organizational
Bums
(1978),
provide change and
movement in an organization. They do so by
providing a vision for change (Bennis & Nanus,
1997). In order to be effective, transformational
leaders must have a clear sense of goals in order
to guide their institutions in new directions
(Bums). They need the capacity to stand back
from everyday activities and see the processes of
change over the long term.
Transformational leaders emphasize new
possibilities and promote a compelling vision of
to
transformational leaders
The Process of
Change
106
Transformational
leaders
intend
to
influence unique human qualities. Covey (1991)
noted
that transformational
leaders
are
preoccupied with purposes, values, morals, and
ethics.
They align internal structures to
reinforce values and goals. They seek to release
human potential and lead into new directions.
Transformational leaders have an impact on the
psychology and behavior of followers in order to
shape their values (Brown, 1994).
The Influence of Transformational
Leaders on the Organizations Culture
Leaders must recognize the importance of
considering and influencing the culture in their
organization.
a new
The
in
culture
inculcates
a
organizations
long-term commitments,
Such
cultures
dynamic.
transformational
sense of purpose,
and mutual interests.
based
on
shared
interdependence, as well as leaders and
followers who can transcend their self- interests
for the good of the team and the organization.
Transformational leaders influence three areas of
the organizational culture:
1) the internal
mindset of the people in the organization, 2) the
culture among the people of the organization,
and 3) the culture beyond the people of the
are
organization.
influencing the Internal Mindset of the
People in the Organization
Transformational organizations operate
from the inside out. Mink (1992) admonished
leaders to get inside the people they are trying
to help and develop. Transformational energy
flows as leaders emphasize free will and drive
107
Transformational innovation brings higher
Avolio,
1997).
productivity (Bass &
Transformational leaders influence the culture
among people and can take teams to higher
of
levels
performance (Keller, 1995).
Transformational leaders can even take highly
technological systems to greater levels of change
(Brown, 1994).
Productivity
108
transformational
those concerns&dquo;
186).
Personal Factors in the
Abuses
Dangers
and
understanding
treatment
to
who is
stubborn, complaining,
angry,
sad, and
manipulative.
Bass and Steidlmeier (1999) pointed out
that all leaders have some integration of positive
The transformational
and negative factors.
leader must learn to progress in personal growth
in order to effectively recognize and manage the
potential danger of negative characteristics.
Progress takes place through accountability to
others and working to develop positive
attributes.
Maintaining accountability keeps
leaders from isolation and nurturing their dark
side. It also helps keep leaders focus off
themselves and on the people who follow them.
Good transformational leaders sacrifice pride,
share their power, and develop humility.
Humility is a primary characteristic of great
leaders who make positive contributions to
humankind (Covey, 1991).
Organizational
Factors in the
Dangers
and Abuses
In addition to
people.
Leaders and organizations can recognize
the hiding places of the dark forces that
undermine genuine transformational leadership.
They can institute safeguards that benefit and
protect everyone. Accountability throughout the
organization is one clear factor that safeguards
people. In addition, the distribution of power
prevents leaders from abusing their positions or
109
organization.
Bernard Bass (1990) concluded that
&dquo;transformational leadership can be learned, and
it can--and
should--be
the
subject of
and
management training
development&dquo; (p. 27).
Herrington, Bonem, and Furr (2000) concurred
with Bass; they said, &dquo;One prevalent image is
that leadership is a natural ability and that
anyone who is not a bom leader will never
amount to anything as a leader ....
Our
experience diverges from the conventional
wisdom, however, in the implications for those
who have to work at leadership. With time and
dedicated effort, leadership skills can be
learned&dquo; (p. 99).
Aspiring individuals should seek to learn
the skills necessary to become transformational
leaders. Organizations throughout the world
need transformational leaders who possess a
high degree of integrity and are motivated to
lead people to higher levels of performance.
Transformational leaders provide new direction,
new inspiration, and new behaviors for their
organizations. Therefore, they are essential
ingredients in organizational development and
societal progress.
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