WHO INSPIRES YOU?

Think about a person (alive or deceased) that

you consider a leader. Describe the traits
that you believe the leader has, and why you
would be willing to follow this person’s
leadership.
MAHATMA GANDHI
NELSON MANDELA
MARTIN LUTHER KING JR.
Have you ever been in a group
situation where someone took
control of the situation by
conveying a clear vision of the
group’s goals, a marked passion
for the work and an ability to
make the rest of the group feel
recharged and energized?
TRANSFORMATIONAL
LEADERSHIP
 INTRODUCTION
 As an idea, transformational leadership was first mentioned in
1973,in the sociological study conducted by the author
“Downton, J.V”.
 After that ,“James McGregor” used the term transformational
leadership in his book “Leadership” (1978).
 In 1985, “Banard M. Bass” presented a formal transformational
leadership theory which ,in addition to other things also
includes the models and factors of behavior.
 One year later (1986)“Noel M. Tichy” and “Marry Anne
Devanna” published a book under the title “The
Transformational Leadership”.
 WHAT IS TRANSFORMATIONAL
LEADERSHIP?

A leadership style where 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.
 WHAT IS TRANSFORMATIONAL
LEADERS?
Stimulate and inspire their followers to achieve
extraordinary outcomes and, in the process, develop
their followers’ own leadership capacity. These
leaders help followers to grow and develop by
responding to followers’ individual needs by
empowering them and aligning the objectives and
goals of the individual followers, the leader, the
group, and the larger organization (Bass & Riggio,
2006)
WHY Transformational
Leadership?
 Transformational leaders generated higher
commitment from followers in numerous other
studies (Avolio, 1999; Bass, 1998)
 Transformational leaders motivate and inspire
followers to achieve extraordinary goals (Avolio &
Bass, 2004), are process-oriented, and focus on
being a leader (van Linden & Fertman).
Transformational Leadership Theories
Transformational leadership is a more humane leadership theory,
as compared to the militaristic transactional theory.

It believes in inspiring employees to do great work through

example and the force of a leader's personality.

People rise higher through positive motivation, than negative

motivation.

It is a leadership theory which appeals to the higher need of an

individual in the Maslov's hierarchy of needs, which is self-
actualization!
 4 I's of Transformational Leadership
Idealized Influence - Leader serves as an ideal role model for
followers and is admired for this.

Inspirational Motivation - Transformational leaders have the ability

to inspire and motivate followers.

Individualized Consideration - Transformational leaders

demonstrate genuine concern for the needs and feelings of
followers which brings out the best efforts from each individual.

Intellectual Stimulation - Transformational leaders challenges

followers to be innovative and creative.
 IDEALIZED INFLUENCE

 Ideal role model

 High moral and ethical standards
 Show respect, attention, and consideration
towards followers
 Consider differences between followers levels of
abilities, ways of learning, and approaches to
work
 Encourages the followers
 Understanding personal feelings and needs
 INSPIRATIONAL MOTIVATION

 Ability to inspire and motivate followers.

 Provides followers with challenges and
meaning for engaging in shared goals and
undertakings.
 Show followers how their work applies to
real world.
 Behave in an enthusiastic, passionate and
energetic way.
 INDIVIDUALIZED CONSIDERATION

 Coaching, mentoring, and growth

opportunities.
 Self-actualization, self-fulfilment, and
self-worth.
 Attend to each follower's needs
 Listen to the follower's concerns and
needs.
 INTELLECTUAL STIMULATION
 Re-examine their assumptions about their
work and re-think how it can be performed.
 Innovative and creative.
 Helps followers see the big picture and how
they connect to the leader, organization, each
other, and the goal.
 Challenge followers to come up with new
ideas.
 Ask questions that make the followers think.
 COMPONENTS OF TRANSFORMATIONAL
LEADERSHIP
Transitional Leadership - Inception of
creative ideas Clear understanding of Transactional Leadership - Planning

TRANSFORMATIONAL
current scenario Pre-defined and following process oriented
objectives and a clear road map to methodology Building team and

LEADERSHIP
achieve them No self-serving motives support Identifying expertise in
Focus approach on identified various fields of work challenges.
objectives.

Transparent Leadership - Congruence Transcendent Leadership -

between leadership and goal Identifying future leader and team
Integrity in finances and in Relinquishing control Inspiring and
information. motivating potential to lead.
Model the
Inspire a Challenge Enable Encourage
share the others to
way.
ACT
the HEART
VISION PROCESS
 • Starts with creating a vision.
Developing • Vision that is exciting and attract potential followers.
Vision

• Constantly sell the vision and build a strong network of high potential.
Selling the
Vision

• Transformation leaders have a clear vision

• Have a fair idea about the direction to move and want followers to move in the same direction
Road Map • Ready to accept failures

• Transformation leaders remain in the fore-front during the action

• Always visible and stand up to be counted
Leading
the charge • Bolster and infect the followers with commitment and enthusiasm.
 TRANSFORMATIVE LEADERS
 Have followers – Not subordinates

 Charismatic, transformative, quiet style

 Good with people (people-focused)

 Give credit to others

 Take blame for problems

 Understand problems and hurdles are natural

 Risk-taking – Open to new ideas

 Break the rules to get the job done

 Be inspired in heart and mind – Show It

 Commitment to life-long learning

 STRENGTHS
 Widely researched from many different
perspectives.
 It treats leadership as a process between leaders
and followers.
 It offers an expanded picture of leadership.
 It has a strong emphasis on followers’ needs,
values, and morals.
 It has substantial evidence of being effective.
 CRITICISMS
 Lacks conceptual clarity
 Totally depends on ability of leader
 Leaders might lack the required
characteristics
 Has a heroic leadership bias
 Has the potential to be abused.
 LET US TRY TO COMPARE
 Transactional leadership reacts to problems as they arise,
whereas transformational leadership is more likely to
address issues before they become problematic.
 Transactional leaders work within existing an organizational
culture, while transformational leaders emphasize new
ideas and thereby “transform” organizational culture.
 Transactional leaders reward and punish in traditional ways
according to organizational standards; transformational
leaders attempt to achieve positive results from employees
by keeping them invested in projects, leading to an
internal, high-order reward system.
 LET US TRY TO COMPARE
 Transactional leaders appeal to the self-interest of
employees who seek out rewards for themselves, in
contrast to transformational leaders, who appeal to
group interests and notions of organizational success.
 Transactional leadership is more akin to the common
notions of management, whereas transformational
leadership adheres more closely to what is
colloquially referred to as leadership.
LET US TRY!
 ASSUPMTIONS!
 The prime assumption is, that people will
willingly follow a leader who inspires them.
 The vision and passion of one man can
transform his followers and together they
can achieve great things
 Energy and enthusiasm are the tonics that
get things done.
In Transformational leadership,
the connection of a leader to his
followers is in the heart and not
in mind.