Transformational Leadership Argumentative Essay Example

their own self-interest for the good of the group.

And transformational leadership focuses on how the followers can be motivated, guided and directed to achieve the goals of the work by the leaders (Sullivan & Decker, 2005). They further emphasized that generating employees’ commitment to the vision is the goal of transformational leadership. Additionally, according to Kelly-Heidenthal (2004), ‘transformational leadership is based on the idea of empowering others to engage in pursuing a collective purpose by working together to achieve a vision of a preferred future’.

Transformational leadership goes beyond transactional leadership and motivates followers to identify with the leader's vision and sacrifice their self-interest for that of the group or the organization (Bass, 1985). Usually, managers controlled most activities, telling each person what, when and how to do each task. In transformational leadership, managers trust their subordinates and leave them space to breathe and grow. This seems that transformational is more developmental and constructive form of leadership for both individual employees and the organization as a whole.

In other words, transformational leadership leaves the idea that leaders are expected to have a responsibility to coaching, mentoring and motivate their followers in order to develop them while they are pursuing the goals. One example is Sam Walton, founder of Wal-Mart, who often visited Wal-Mart stores across the country to meet with associates to show his appreciation and integrity for what they did for the company. Sam Walton gave “rules for success” in his autobiography, one of which was to appreciate associates with praise (Walton, 1996).

WHY TRANSFORMATIONAL LEADERSHIP IS IMPORTANT

Factors such as rapid technological change, heightened levels of competition, a rising flow of products from newly industrialized countries, and

changing demographic structures made transformational leadership plays important roles in management. Shortly, it helps to improve and bring positive outcomes up to the organization. Most of the research on the transformational paradigms has proved outcomes on job satisfaction and performance (both subjective and objective) for individual and organizational. Numerous studies have been conducted in a ariety of settings using lab, field, and archival data and a variety of samples that include private and public sector organizations, students, military leaders, presidents, and different national cultures. For example, research in the leadership area supports the idea that transformational is better for non-routine situations. Furthermore, Pawar and Eastman (1997) propose that organizations will be more receptive to transformational leadership when adaptation (as opposed to efficiency) is the goal.

Transformational leadership increases subordinate awareness of the importance of their tasks and performing it well, their needs for personal growth and motivates them to work for the good of the organisation rather than exclusively for their own personal gain or benefit. Based on Abraham Maslow’s theory of human needs, it 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 fits into the higher levels, as it requires a high level of self-esteem and self-actualization to successfully be an authentic transformational leader. Transformational leadership makes the company more successful by valuing its associates. According to Hesselbein and Cohen (1999, p. 263), organizations that take the time to teach leadership are far ahead of the competition. Additionally, by becoming familiar with the transformational leadership approach organizations can become more

effective in the business world.

TYPES OF TRANSFORMATIONAL LEADERS AND HOW DO THEY BEHAVE

Following Burns in Transformational Leadership (2004), there are four types of transformational leaders and it all described as: * Intellectuals - a leader devoted to seeing ideas and values that transcend the practical needs of all. With an intellectual leader, there is a higher moral purpose and vision that can transform society. For example, Mahatma Gandhi succeeds in inspiring many people especially in India. Reformers - a leader of reform movements that requires the participation of large numbers of followers to achieve.

Reform leaders can transform part of society to realize a higher standard of moral principles. For example, Anita Roddick, founder of Body Shop who have transformed her cosmetics business to eco-friendly practice. Thereafter, she gave understanding to her employees regarding how important for a business to be eco-friendly oriented.  Revolutionaries - a leader that may ask followers for the "ultimate sacrifice" for the greater good of all. While a reform leader may work towards improving one aspect of society, the revolutionary leader asks for changes to the whole of society.

A good example for a revolutionary leader is Bill Gates through his innovation in technology.  Charismatic (Hero) - perhaps the ultimate form of a transformational leader. The charismatic leader is viewed as a hero among followers. One of leaders who can be categorised as charismatic leader is C. Michael Armstrong, former of AT;T chairman. He saved the telecommunication company from down-turn as caused by complexities of the deregulated business environment According to Clegg et al. (2008, p. 33) leaders behaviour can be characterized by how they interact, relate to other people and the

task or technical side of work. This means that how transformational leaders behave can be observed within the context of the transformational leadership characteristics. Bass and Avolio (1994) outlined the characteristics of transformational leadership included 4 things (4I’s) which are:

1.  Charisma or idealized influence Leaders share their vision and tell their followers how to achieve it in interesting ways. They act confidently as the role model for their followers by sharing risks and displaying high ethical and moral conduct. This is about building confidence and trust and providing a role model that followers seek to emulate (Bono; Judge, 2004, p. 901; Simic, 1998, p. 52). Leaders are “admired, respected, and trusted”
2.  Intellectual stimulation Leaders develop and empower their followers in order to improve how to solve issues that are facing. Followers are encouraged to question their own ways of doing things with new ideas without fear. They question assumptions and beliefs and encourage followers to be innovative and creative, approaching old problems in new ways (Barbuto, 2005). They impose their own ideas judiciously and certainly not at any cost
3.  Inspirational motivation Leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically and with enthusiasm, and provide encouragement and meaning for what needs to be done.
4. They encourage followers to become part of the overall organizational culture and environment (Kelly, 2003). This might be achieved through motivational speeches and conversations and other public displays of optimism and enthusiasm, highlighting positive outcomes, and stimulating teamwork (Simic, 1998, p. 52). Through these sorts of means, transformational leaders encourage their followers to imagine and contribute to the development of attractive, alternative futures .
5. Individualized
   

consideration Leaders deal with others as individuals; consider their individual needs, abilities and aspirations; listen attentively; further their development; advise; and coach. They respond to the specific, unique needs of followers to ensure they are included in the transformation process of the organization. People are treated individually and differently on the basis of their talents and knowledge

WHY RESIST FOLLOWING TRANSFORMATIONAL LEADERS

It looks like from what has been covered that transformational leadership is so appealing. Transformational leaders motivate their followers to work together for a group goal by putting aside individual interests. They combine 4I’s in order to achieve positive changes. However, some views question on the extent to which transformational leaders can be relied from the follower's points of view despite the facts that the beauty of transformational leaders seemed flawless. In this occasion, these could be some reasons why a transformational leader should be resist:

1. Follower’s motivation Recall from X ; Y Theory by Mcgregor, people are assumed that they are lazy, needs direction, control and want to get acknowledgment for jobs they have done well (Theory X) as opposed to that, people are assumed that they have responsibility, want to be treated with respect in which they are driven towards self-actualization (Theory Y). Not all the followers basically have the same motivation or can be motivated in the same way. Moreover, experience and skills to get the tasks done are essential to the followers before they follow the leaders.

2. Skills and experience Even if the followers possess the skills and experience necessary to be in charge. Still, leaders who lack inspirational communication skills and charisma will find it difficult to take control of

their tasks over the followers.

3. Time consuming Rapid technological change and heightened competition amongst organizations requires organizations to respond in the efficient and effective ways. As the matter of fact, Transformational leaders must invest time in building trust and convincing followers to believe in a shared vision. Organizations hoping to achieve instant results by installing a transformational leader are likely to be frustrated and disappointed.

4. Potential for Abuse Leaders such as Osama Bin Laden or Adolf Hitler are good examples in the sense of potentially for abuse. Leaders can lead to transforming their followers in doing such things against moral, ethics and law

5. Totalitarian The transformational leader wants to change their follower or subordinates by instilling new motives in them which comes from organization and its mission. In this term, leader seeks to alter the nature of the reality around the followers. And their power knows no bounds amongst the follower

6. Manipulates follower Leaders seeking transformation are basically manipulative. It is the passions, not reason that these people seek to provoke. At their worst, transformative sophists seek to suppress reason and access only the passion and enthusiasm of their charges. Such people want followers, not thinkers

7. Narcissism Under extreme conditions, leaders can fall into adverse conditions of narcissism as their power increases over the organization. They become to believe that they are incapable of doing things wrong.

8. Execution When leaders do not care about details, they cannot be involved in the actual, day-to-day execution of a project when their purpose is to motivate and change. In theory, a transformative leader might be totally ignorant about the nature of the task, and know only about the

organization in general terms which means that totally different when it comes to the reality.

CONCLUSION

The adoption of transformational leadership in any organization is needed for efficiency and effectiveness.

The concept of transformational leadership can be incorporated in a group or one on one condition within the organization. Using this concept workers and leaders can be transformed to improve their performance at work and facilitate the organization to become more successful and productive. Managers can be more effective leaders in the world of business by familiarizing themselves with aspects of transformational leadership. In addition, transformational leaders can guide the transformation in a group, society, or organization by employing the self-developed strategies and policies that they gain through experience.

A transformational leader should not be seen as a boss who guides followers to execute actions but should be viewed as a group member or team member who improves functionality and intellect and confidence among the members of a team. Through the involvement in a team, a leader can be able to introduce new procedures and policies that are accepted by employees and this can enable the leader to achieve his/her vision. The followers are given an opportunity to explore their personal capability and individuality, and this consequently results in improved performance that exceeds the set targets.

Nevertheless, many transformational leaders can easily become victims of personal interests and desires at the expense of the organization. However, transformational leadership has demonstrated its effectiveness and especially due to the ever-changing nature of the business organization in today’s world.

REFERENCES

1. Barbuto, J. E 2005, ‘Motivation; Transactional, Charismatic, and Transformational Leadership: A test of Antecedents’, Journal of Leadership and Organizational Studies, vol. 11(4), pp. 26-40,
   

available: http://www. digitalcommons. unl. edu/cgi/viewcontent. cgi?

leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors’,