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Running head: TRANSFORMATIONAL LEADERSHIP

Transformational Leadership Plan

Michael N. Phan

University of Phoenix School of Advance Studies


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Transformational Leadership

Common leadership studies mainly focuses on how to lead a given team smoothly and

efficiently, which is often called transactional leadership. These leaders can be very popular but

bring little innovation. Applying a common saying, these people may be able to change the way

the Titanic deck chairs are arranged, but cannot save the sinking ship. Sadly in most of the

organizations, the ratio of the transactional leaders to transformational leaders is high. Therefore

these organizations face negative growth due to large gap between how things are done and how

things should be done. (Transformational Leadership Primer, 2008)

Transformational Leadership is about innovation which means new thoughts are derived

and put into practice. James Mc Gregor Burns first used the term transactional leadership in

1978. According to him “transforming leadership occurs when one or more persons engage with

others in such a way that leaders and followers raise one another to higher levels of motivation

and morality by transforming leadership which ultimately becomes moral in that it raises the

level of human conduct and ethical aspirations of both the leader and led and, thus, has a

transforming effect on both.” These leaders welcome changes and constantly bring about

changes in themselves and those around them. In history we find both types of transformational

leaders- reputed leaders and notorious leaders. (Transformational Leadership Primer, 2008)

Bass is a modern leadership theorist who wrote in his book improving organizational

effectiveness through transformational leadership, the four basic theoretical qualities that a

transformational leader should possess. The four qualities are charisma—a quality that is difficult

to describe and which is something you know only from experience. Charisma results in the

followers being identified with the leader, vision—a quality with which the leader draws a clear

picture about the future of the team years ahead which includes all the people around him such
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that they feel motivated to work for a common objective, and this motivation induces dedication

and a victorious feeling in them, intellectual stimulation—wherein transformational leaders

enable the followers to exercise a different approach to older problems and break the barriers of

conventional thinking and inspiration—a quality which demands a fair knowledge of human

mind and behavior. Legatee is a leadership—training center, which describes the four core

strengths a transformational leader should possess. They are the ability to control oneself, an

attitude, which welcomes constant changes, the ability to create an impact on others and the

ability to build skills. (Transformational Leadership Primer, 2008)

The transformational leader works with such a style that the followers are highly

motivated and enjoys the work. The transformational leaders give their percent into everything

they do. They are people oriented and therefore they consider the people and crave for their

victory. The working steps of a transformational leader are as follows. 1) Transformational

leaders develop a vision, which is capable of motivating and bringing about changes in the

followers. 2) The vision developed should be accepted by the followers. Very few people accept

the sudden change while most people slowly welcome the change, therefore a leader should

possess great dedication and energy and to sell the vision. Also to develop followers, the leader

should be cautious in building faith. 3) The path to reach the goal. Some leaders may know the

path to the goal and the followers should just follow him while some others would not have but

would lead the team with pleasure. Though sometimes the path may not be known, with a well-

defined vision, the path is clear. 4) The final aspect is that the transformational leader should be

in the front leading the team. They shoulder the responsibility of leading the team to success.

They remain as roll model for the whole team. They induce enthusiasm in the team constantly

motivating all with effective communication. Sometimes it appears that the goal is only a
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tantalizing dream very far from realty. But with their incessant dedication, the leaders keep the

procession going. Transformational leaders also arrange celebrations, religious functions and get

together to boost the morale of the team. Also even insignificant changes get a huge applause by

which the transformational leader gathers trust from the followers. The transformational leader

parallely focuses both on the team progress and morale boosting of the team members because

Transformational leaders do know that only motivated team members brings success to the team.

(Transformational Leadership, 2008)

Of late there is an increase in the interest for implementing transformational leadership in

organizations. The term transformational leadership was evolved by the political philosopher

James McGregor Burns in 1978 who defined it as a leadership which happens when one or more

individual participate with others and the associations creates a situation where the leaders and

followers appraise each other to higher standards of motivation and morality. The outcome of

transformational leadership is the boosting of morale whereby the conduct of individuals and

ethical aspiration of leaders and followers improve, and there is a resultant transformational

effect on both. The significant aspect of transformational leadership is the resultant relationship

between the leader and the led. (Venkateswaran, 2007)

Transformational leaders have the ability to recognize their own capability and the ability

of other employees at workplace, which enables them to guide their performance and thereby

indulge in shared activity by creating a conscious atmosphere where behavior and task is

adjudged. Transformational leaders have unlimited power in them and this power is distributed to

all workers around the leaders. These types of leaders in an organization give importance to

substance and empower all who surround the leader’s professional activity. From the business

perspective, transformational leaders envisage involvement in the long run with all parties
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concerned with the business like customers, shareholders, communities, employees and

suppliers. When equals importance is given for the opportunities of all concerned shareholders

and stakeholders also enjoy the advantages of transformational leadership. The implementation

of transformational leadership enhances the level of performance in any industry.

(Venkateswaran, 2007)

There are four behavioral aspects that contribute to the formation of a transformational

leadership. They are intellectual stimulation, charisma, individualized concern and inspiration.

Charisma is explained as the ability, which leaders have to stimulate emotion in followers that

will lead to a strong recognition of the followers with the leader. The charisma evokes the vision

of the leaders and gains the trust and respect of the followers. The transformational leader has the

ability to gain the inspiration of colleagues and subordinates by exhibiting good behavior while

speaking about high performance, the utilization of symbols to acquire the attention of followers

and acts as a role model for appropriate behavior. Individualized concern is exhibited whereby

the transformational leader gives personal care and guidance to followers and gives recognition

for outstanding performance and creates self-confidence in the person. Intellectual stimulation

deals with knowledge transfer and promotion of intelligence and rationality, which enables

followers to develop skill to find creative solution for complex problems. (Venkateswaran, 2007)

The positive behavioral traits of the transformational leader will influence the followers

by lifting their morale which leaders to better performance and self development instead of

working for the sake of the organization leading to overall security. However, the disadvantage

of this concept is the assumption that leadership is a position where the leader is portrayed as the

boss. The modern concept of transformational leadership paves way for an improved level of

performance. In this concept all concerned work towards a common goal and works towards a
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future objective. This concept also all concerned to question and deal with problems with a new

outlook. Therefore, the application of transformational leadership requires the implementation

primarily among board of direction. The application of this leadership in board of direction will

lead to the success of the organization irrespective of the size and geographical location in the

world. Transformational leadership should be executed in a way that is comfortable for the

followers. The implementation of this strategy may instigate an attitude of threatening in certain

circumstances especially when the new policy involves cooperation, people may feel their

individuality is being questioned. (Venkateswaran, 2007)

Transformation leadership starts with varying ideologies about the self and people around

the person. The initial change occurs when the leadership views the task from the perspective of

being and not as a job. The second change occurs when the ideology has a difference from the

past policy of power and control over subordinates and associates. The latest leadership strategy

is to enable associate to recognize his or her own ability and leadership capability. In the past,

leadership meant that human resources conducted their task according to the direction of the

leader according to the leader’s aspiration but the recent trend of leadership is mutual recognition

where both parties can transcend their limitations of performance for a reasonable cause and

exhibit their attitude with good moral, enthusiasm, courage, trust and integrity. (Venkateswaran,

2007)

In certain organizations, transformational leadership can pose a challenge. This is because

organizations give importance for human resource policies in the short run and are more interest

in reducing cost and increasing target to keep in pace with the changes in the world. The purpose

and objective of every business in today’s world is transformation. Transformation requires new

objectives and renewed perspective that is above the current myopic managerial culture that
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hinders the required qualification for execution of work. According to Kotter, the association of

cultures that block change and mangers who are advised to handle transition in recent times is

lethal. (Venkateswaran, 2007)

The requirement of leadership after ten years will be more than change. It will be of

transformation that can be obtained through learning rather than training. The training and

orientation provided for functional skills will be inefficient. Transformational leaders should be

appointed by a company’s board of directors by taking risk because they differ from

conventional manager. Thus transformational leadership should be chosen within the

organization because the management will have a better idea about the quality and conduct of the

individuals. The person should preferably be a person who has a good working experience. The

present day working environment requires transformational leadership since this adds to the

morale and raises the standard of human attitude and performance and aspiration of all involved

in the process. It has a diversified effect on all involved and the participants seem to contribute

rather than work according to directions. (Venkateswaran, 2007)

Transformational leaderships give importance to the ethical part of work to consumers

and customers. Women usually follow this type of leadership and it is time for organizations to

follow this method as the basic leadership policy. The survival and efficiency of organizations

have a longstanding evidence and association with transformational leadership. Transformational

orientation gives individuals the opportunity to conduct self-examination and then evaluate their

conduct based on present values and prospective high value actions in the organization for total

improvement. The efficiency of a transformational leader can be improved by conducting retreats

at regular intervals in a year with a relevant party or institution. Retreats give opportunities for

business executives to revive their present plan and apply critical transformation policy and
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would enable them to use them in their further conduct in the organization and bring novel strata

of success to the company. (Venkateswaran, 2007)

It is important for the transformational manager to find a connection between

management and leadership that effect business transformation and finally leads to better results.

The management of a company is more systematic and formal when compared to leadership.

Managerial policies and procedures are evolved from globally accepted skills like planning,

controlling and budgeting. Further management relies on accepted tools and techniques arrived

through testing and reason that can be applied to various situations. This is in contrast to

leadership, which revolves around the vision of taking the organization to a pre-determined goal.

The basic requirements of leadership is teamwork and cooperation from a large group of

individuals by maintaining the key personnel in that group motivated so that the predetermined

goal is achieved as a result of the correct transformational outcome. There are various guidelines,

which can help a person to become a transformational leader. A person should develop a vision,

which is understandable and acceptable to followers. (Venkateswaran, 2007)

A well-defined vision will enable followers to achieve the goal and sense something good

in practicing a new method. A person should express a policy that can be applied as a vision to

one’s life, which is precise and has a short way to achieve it. The vision should be promoted

among others and it should have compelling voice with relevant anecdotes. The leaders should

submit the proposed vision with confidence and optimism. If followers sense inadequate

confidence in the leader, the chances of its achievement are less. The leader should also show

confidence in the follower’s capability to achieve the vision. Confidence building is also required

in a transformational leader. The level of confidence can be raised by giving recognition to

accomplishment. If one set of employees are successful with the new vision it will serve as
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motivation for others and there will be added enthusiasm for hard work. Success and

accomplishments are ought to be celebrated to create optimism and dedication. The role of

transformational leader should include dramatic action to create waves in strategic organizational

values. Employees should be able to understand the seriousness of vision from the actions of the

leader, which include denial of poor quality work and the absolute rework requirement of work

to ensure high standards are met. (Venkateswaran, 2007)

The transformational leader should focus on empowering subordinate and serve as an

example for hard in order to transform a company’s work culture and trajectory. The path

towards success is to challenge subordinates to improve their performance above the standard

expectation of the company and acts as a stimulator for innovation and creativity to attain

collective leadership capability. Transformational leadership is not applicable for people in the

managerial level. It can be imbibed by individuals at all levels and in all circumstances. Hence

leaders should make sure to develop leadership qualities among subordinates. This kind of

leadership is applicable to people from all walks of life. This has application in school, sports,

family, social change, etc. A change in ideology or opinion or culture can be effected by

exchanging or assuring rewards. In business terms transactional leaders offer financial reward to

motivate employees and increase productivity and deny increments for poor productivity. In the

political scenario, politician ensures to provide jobs for votes or subsidies for assisting them

through election campaign. (Bass & Riggio, 2005)

Transformational leaders lead the subordinate towards growth and development by

paying attention to follower’s requirements and placing the objectives of the person, leader and

the entire team and the organization at ease. In short, transformational leaders have the capacity

to bring out an outcome that exceeds the requirement of the organization and enable followers to
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achieve better satisfaction and commitment towards the team and the organization.

Transformational leadership has been a successful tool in the military. However, latest findings

state that it is applicable to all sectors and every social circumstance. Psychology and economics

go hand in hand when it comes to transformational leadership with personal motivation

converting to financial rewards on the successful accomplishment of the mission. Transactional

leadership ensures that the follower will be rewarded only for a specific outcome but

transformational leadership ensures that the follower is comfortable with the idea and there is

compliance and commitment and the vision engages the person and feels self worth. Therefore

the basic idea of a transformational leader is to motivate other to increase performance or

productivity. Transformational leadership can be either participative or directive. The charisma

used by transformational leaders has turned havoc on followers in the case of charismatic leaders

like Adolf Hitler and Osama Bin Laden who exploit followers for personal and self-aggrandizing

objectives. Authentic transformational leaders give more and exhibit high levels of involvement

instead of imposing superiority. (Bass & Riggio, 2005)

An authentic transformational leader gives importance to challenges and persuasion by

explaining the meaning of the challenge. They adorn the role of model followers, which creates

interest for all associated with the leader. True leaders are respected, admired and trusted.

Followers then identify themselves with the leader and would like to follow them by admiring

extensive levels of capabilities, determination and persistence. This is called idealized influence.

The level of follower’s commitment is measured through the nature of interaction, which the

leader initiates. A collective enthusiasm is usually formed to achieve the mission and reassure the

followers that hindrances can be overcome. Leaders who cast idealized influence have the

willingness to take risk and have consistency in their approach. They are reliable and can be
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trusted for doing the right thing due their moral and ethical orientation. As an inspirational

motivator, transformational leader evokes team spirit. (Bass & Riggio, 2005)

Optimism and enthusiasm are other positive traits. This enables leaders to attract

followers to accomplish future objectives through clear communication and instill a feeling that

followers will also require to meet the target. Since this is a shared vision all concerned should

be demonstrated about the reason for achievement of a high set goal. Contingent reward is an

aspect of constructive transaction that has resulted in good outcomes for higher performance and

development levels. Contingent reward leaders assign work and take the consent of the follower

for satisfactory performance of the task. This is a transactional reward but it will turn to be

transformational when the reward is psychological when the follower is appreciated for the good

work or improvement in productivity. (Bass & Riggio, 2005)

Transformational leadership can be better understood as a task involving development

through delegation. The best methods of delegating work are learnt by a manger through practice

and on the job experience. The manager should recognize the fact that learning is an outcome of

the opportunities encountered during a job. This is the reason why people with more exposure

and opportunities and people who have worked with a number of assignments during their career

have the additional edge of developing and growing in a professional manner to evolve later into

successful managers of their own. (Bass & Avolio, 1993)

Organizations can bestow opportunities on potential managers by rotating their task and

by giving more opportunities in various departments for a particular period of time. The rotation

of managers can also be used to evaluate their ability to function in various situations comprising

different tasks and challenges. This gives room for conversion of latent talent into practical

talent. The rotational strategy of the organization to tap the potential of transformational
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leadership is a short duration process and it may sometimes obstruct the flow of the

organization’s function. Hence alternate methods are required to develop a leader within the

organization. Delegation is a good tool to assign authority and it is frequently used by

organizations worldwide. (Bass & Avolio, 1993)

Delegation is conceived to be a managerial tool which is also recognized as a decision

making process or a method to get things done by others especially when performance is

expected above the preconceived levels. Delegation is sometimes viewed as a narrow method of

using the ability and potential of a person though it gives several opportunities for improving

skills and increasing personal involvement. Transformational leader can be called as a

development leader because the leader exchanges a value based idea, which involves the

development of the follower with a need for negotiation for betterment. The objective of the

leader is to correct an issue or to get into an agreement to increase the likelihood of achieving

better outcomes. It includes the requirement for a change in the follower’s beliefs, need and

value. (Bass & Avolio, 1993)

Transformational leadership gives importance to emotions, imagination and intellect of

all concerned and gives opportunity to increase a person’s performance capability under

pressure, challenging work atmosphere and deal with problems at work. Therefore the leadership

aims to implement change by strengthening the ability of person by enhancing the interaction

capability of a person in a complex situation to utilize creativity when there are obstacles and

conflict for improvement. Behavioral change is one of the key factors for transformation of an

individual. Conventional approach is replaced by exhilarating experience to identify the potential

of a person where the learning of the person is directed towards an improved trajectory. The

outcome of such training is a cycle of personalized experiences that penetrate into a person for
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deeper progress and results in powerful performance. Transformational leaders instill increased

confidence, deeper insight, better understanding, increased understanding about capabilities,

increased understanding about structural factors and a greater sense of individual authority in the

followers. The followers will also be empowered to recognize and contribute their work with

diversity in an informed and enriched working atmosphere, which results in better effectiveness

of services. (“Breaking Through’s 'Transformational Leadership Programme’”, 2008)

Transformational leadership requires change to be implemented and sustained in an

organization. Rather than demonstration, transformational leadership is learning and working

together process where both the leader and follower involve in a particular task. The influence of

the leader is more on the behavior, which results in the action of the subordinate and getting

people to involve in their work especially in the case of multi-tasking. The word criticism does

not hold well in transformational leaders for the mistake of a follower. The mistake or error in

the performance is corrected by the leader’s involvement and guidance about how the work has

to be performed. Encouragement is the most important part for followers who have already

implemented the new policies while appreciation; praise and reward are the significant factor to

sustain the performance of followers who have already accomplished the vision and mission of

the transformational leader. This boosts confidence and instills credibility about the ideas and

vision of the transformational leader. (Hellingsworth, Best, & Valence, 2002)

A transformation leader uses the inborn leadership quality to perceive leadership in

followers. Self-schema is an important aspect of leaders who display a different trajectory in

invoking leadership. The leader prototype is self-defining for followers wherein the experience

of leaders in other settings stimulates the actions to influence action of followers. The action of

leaders from different demographic regions varies and they display different leadership self-
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schema. Besides this, there are gender differences when it comes to transformational leadership.

Male and female leaders manage followers from different perspectives. (Hogg & Tindale, 2001)

In conclusion, transformational leaders lead the change in an organization, society or

group by implementing their self developed policies and the strategies they have arrived at from

previous work experiences. The transformation leaders is not a boss who directs followers to

implement actions, but the leader is a member of a group or team who instills confidence,

improves intellect and functionality and builds confidence among the team members. By

involving in the team, the leader finds better acceptance for new policies and procedures, which

leads to the substantiation of the leader’s vision. The leader also gives opportunity for followers

to discover their individuality and personal capability, which eventually leads to better

performance and improvement in the assigned task that is beyond the expected level of

performance. Therefore, a transformational leader lead the change in any set up and contributes

to the overall improvement of performance.


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References

Bass, B. M., & Avolio, B. J. (1993) “Improving Organizational Effectiveness through

Transformational Leadership” London: Sage.

Bass, B. M., & Riggio, R. E. (2005) “Transformational Leadership” London: Routledge

Burns, M. J. (1978). Leadership. Harper & Row.

N. A. (2008) “Breaking Through’s 'Transformational Leadership Programme’”

Retrieved 22 August, 2008 from

http://www.kingsfund.org.uk/leadership/breaking.html

N. A. (2008) “Transformational Leadership Primer” Retrieved 22 August, 2008 from

http://www.legacee.com/Info/Leadership/LeaderResources.html

N. A. (2008) “Transformational Leadership” Retrieved 22 August, 2008 from

http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm

Hellingsworth, B., Best, R., & Valence, Gerard de. (2002) “Design and Construction”

Butterworth-Heinemann.

Hogg, M. A., & Tindale, R. S. (2001). Group Processes. New Jersey: Blackwell Publishing.

Venkateswaran, N. (2007, Feb) “Transformational Leadership” Retrieved 22 August, 2008 from

http://www.indianmba.com/Faculty_Column/FC512/fc512.html

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