Bringing Transformational Leadership to Your Organization

What value does transformational leadership bring to an organization? The simple answer is increased productivity. The WHY is it creates more trust, learning, sharing of information, integrity, and engaged creative staff.

Burn (1978) first described transformational leadership in his qualitative classification of transactional and transformational political leaders. Bass (1985) elaborated that transformational leaders are described as inspirational and concentrate their efforts on longer term goals, emphasize the vision, change and align systems to accommodate the vision, and help followers in their own development. This style of leadership is effective in motivating others in different situations, such as different cultures, teams, a complex task, gender differences, and by instilling trust (Bass, 1997; Caliper, 2005; Eagly & Johnannesen-Schmidt, 2001; Groves, 2005; Lim & Ployhart, 2004; Purvanova & Bono, 2009). Transformational leadership works in all situations but has been shown to be most effective in times of change because it helps in the creating of a shared vision and in motivating others.

Transformational leaders are authentic, self-aware, have a clear vision, and are passionate, which motivates others (Denning, 2005, p. 303; Goleman et al., 2004; Yukl, 2010). Through concentrating on longer term objectives, transformational leaders emphasize the importance of a vision that can be aligned or changed to work with existing organization, which then increases the followers’ use of their abilities (Howell & Avolio, 1993; Lim & Ployhart).

Bass (1997) stated that transformational leadership increases and elevates “follower’s motivation, understanding and maturity and sense of self-worth” (p. 130). People do not always know how to motivate themselves, thus they turn to their external environment for motivation (Reeve, 2009). Transformational leadership uses more intrinsic motivation than extrinsic motivation. In a work environment, extrinsic motivation is used more often with tools such as paychecks, bonuses, and threats of termination (Osterloh & Frey, 2000; Reeve, 2009). An intrinsically motivated person acts out of interest and for the sense of challenge the activity at hand provides (Reeve, 2009). Intrinsic motivation occurs in an organizational setting when a person identifies with an organization’s strategic goals, shared values, and “the fulfillment of norms for its own sake” (Osterloh & Frey, 2000, p. 540).

Followers feel more motivated and have “trust, admiration, loyalty, and respect” (Yukl, 2010) with a leader who uses transformational leadership. Lim and Ployhard’s (2004) research found transformational leadership enhanced team performance even in periods of stress, crisis, instability, and turmoil. Bass (as cited in Lim & Ployhart, 2004) stated, “Inspirational motivation and individualized consideration behaviors, are able to reduce the stress experienced by followers by instilling a sense of optimism and collective efficacy” (p. 613). Transformational leaders can increase followers’ sense of belonging; help followers to identify with tasks, goals, and a common vision; and increase follower motivation and decrease social loafing (Lim & Ployhart, 2004).

Some of the skills that are needed to be a transformational leader: 

• self-awareness - strengths, beliefs, emotions, values
• emotional intelligence
• mindfulness - being present
• communication skills - "We" conversations (inclusion)
• To have a coach and coach your own staff

What is working well for you as a leader and how can you make it better?