THE HISTORY OF TRANSFORMATIONAL LEADERSHIP

-> The concept of transformational leadership was initially introduced by leadership expert and
presidential biographer James MacGregor Burns.
According to Burns, transformational leadership can be seen when "leaders and followers make each
other advance to a higher level of moral and motivation."
-> Later, researcher Bernard M. Bass expanded upon Burns's original ideas to develop what is today
referred to as Bass’s Transformational Leadership Theory.
-> According to Bass, transformational leadership can be defined based on the impact that it has on
followers.

TRANSFORMATIONAL LEADERSHIP (Nikka)

-> is a leadership style that creates valuable and positive change in followers.
-> According to Bass, transformational leadership can be defined based on the impact that it
has on followers
-> Bass (1990) explains that transformational leadership occurs when leaders broaden and
elevate the interests of their employees, when they generate awareness and acceptance of
the purpose and mission of the group, and when they stimulate their employees to look
beyond their own self-interest for the good of the group. 
-> transformational leadership or real leadership starts form the recognition of what the
members need and the steps toward achieving these needs and relating rewards to effort.

LEADERSHIP THEORIES (pwede 2 na tao dito, paghatian nalang)

-> Leadership theories are the explanations of why certain people become leaders. They
focus on the traits and behaviors that people can adopt to increase their leadership
Capabilities
1. The Great Man Theory /Traits Theory of Leadership
-> the great man theory, sometimes called the trait theory, suggests that great leaders are born,
not made.
-> These theories often portray great leaders as heroic, mythic, and destined to rise to leadership
when needed.
-> trait theories assume that people inherit certain qualities and traits that make them better
suited to leadership. They have innate traits and skills that make them great.

2. Behavioral Theory of Leadership

->In Behavioral Theory, the focal point is on the specific behaviors and actions of leaders rather
than their qualities, traits or characteristics.
-> According to this theory, people can learn to become leaders through teaching and
observation
-> this theory suggests that leaders aren’t born successful, but can be created based on learnable
behavior.

3. Contingency Theory/Situational Theory of Leadership

-> contingency theory, sometimes called situational theory, focuses on the context of the leader.
-> According to this theory, no leadership style is best in all situations since the theory implies
that leadership depends on the situation
-> focuses on particular variables related to the environment that might determine which
particular style of leadership is best suited for the situation.

4. Relationship theory of leadership

-> Relationship theories, also known as transformational theories, focus upon the connections
formed between leaders and followers.
-> Transformational leaders motivate and inspire people by helping group members see the
importance and higher good of the task.
-> These leaders are focused on making work enjoyable, but also want every person to fulfill
their potential.
TRANSFORMATIONAL LEADERS
-> transformational leaders stimulate and inspire their followers to achieve extraordinary
outcomes, and, in the process, develop their follower’s own leadership capacity.
-> Leaders transforms and motivates followers through their idealized influence, intellectual
stimulation and individual consideration. They have a clear collective vision, and most importantly,
they manage to communicate it effectively to all employees.
-> Transformational leaders, Bass suggested, garner trust, respect, and admiration from their
followers.
-> In addition, this leader encourages followers to come up with new and unique ways to
challenge the status quo and to alter the environment to support being successful

TRANSFORMATIONAL LEADER’S GOAL

-> Transformative leadership's goal is to inspire followers to share the leader’s values and
connect with the leader’s vision.
-> a transformational leader’s aim is to "transform" people and organizations in a literal
sense - to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes;
make behavior congruent with beliefs, principles, or values; and bring about changes that are
permanent, self-perpetuating, and momentum building."