leadership
TRANSFORMATIONAL LEADERSHIP: How can it transform an individual?
INTRODUCTION
Leadership is a very essential ability to lead people in order to come up in doing a successful task. It said that leadership is a complex series of paradoxes that are not simply understood or reduced to a single formula; what we make of it depends upon our perspective, and the trade-offs that we are prepared to make (Grint, 2005). According to Adair, leadership is about giving direction, especially in times of change; inspiring or motivating people to work willingly; building and maintaining teamwork; providing an example and producing a personal output (Adair, 2002). Among the other leadership models, Transformational leadership had kept me interested because upon researching and relating it to my personal experience, I find it the most effective one.
ORIGIN
James MacGregor Burns was the first one who proposed the concept of transformational leadership. He stated that his theory is based partly on the work of Maslow, who introduced the hierarchy of needs, said in brief that as fundamental needs are satisfied, higher needs develop. He became interested in what happens when leaders deal with followers in such a way as to help raise them through higher and higher stages of self-realization (Brandt, 1979). This theory recognizes that people have a range of needs, and the extent to which they will perform effectively in the workplace will be affected by the extent to which these needs are satisfied (Transformational Leadership, 2007). He defines this as a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents (McCloskey, 2013). Burns contends that leaders and followers are peers of one another, each playing a different role, the leader tends to look for what motivates the follower, keeping him productive and moving forward (Evans, 2013).
This theory was then expounded by Dr. Bernard Bass. However, there was an
INTRODUCTION
Leadership is a very essential ability to lead people in order to come up in doing a successful task. It said that leadership is a complex series of paradoxes that are not simply understood or reduced to a single formula; what we make of it depends upon our perspective, and the trade-offs that we are prepared to make (Grint, 2005). According to Adair, leadership is about giving direction, especially in times of change; inspiring or motivating people to work willingly; building and maintaining teamwork; providing an example and producing a personal output (Adair, 2002). Among the other leadership models, Transformational leadership had kept me interested because upon researching and relating it to my personal experience, I find it the most effective one.
ORIGIN
James MacGregor Burns was the first one who proposed the concept of transformational leadership. He stated that his theory is based partly on the work of Maslow, who introduced the hierarchy of needs, said in brief that as fundamental needs are satisfied, higher needs develop. He became interested in what happens when leaders deal with followers in such a way as to help raise them through higher and higher stages of self-realization (Brandt, 1979). This theory recognizes that people have a range of needs, and the extent to which they will perform effectively in the workplace will be affected by the extent to which these needs are satisfied (Transformational Leadership, 2007). He defines this as a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents (McCloskey, 2013). Burns contends that leaders and followers are peers of one another, each playing a different role, the leader tends to look for what motivates the follower, keeping him productive and moving forward (Evans, 2013).
This theory was then expounded by Dr. Bernard Bass. However, there was an