Transformational Theory

1
Transformational Theory

• By
• Rehana Islam
• The transformational leader changes the
  organizational culture
• (Bass1985,p24)

2
Origin development

• Emerged by James McGregor Burns (1978) of the
  histories of various political leaders
• Identified two types of leadership style,
  transformational and transactional
• Several people brought this work from the early
  determination of Burns to the present stage.
• Bernard Bass (1985) proposed a new model of
  Burns' theories , applied the concepts in
  organizational management

3
Biography Bernard Bass

• Distinguished Professor Emeritus
  ofOrganizational Behavior
• Director of the Center for Leadership Studies,
  School of Management at the State University of
  New York, Binghamton
• The founding editor of Leadership Quarterly
• Ph.D., Ohio State University, Columbus, Ohio

4
Transformational vs Transactional

• Transformational leaders engaged with followers
  and sought new ways of working so as to achieve
  more for both themselves and followers than they
  would ordinarily.
• Transactional leaders engaged with followers as
  part of an exchange process that involved
  tangible rewards for superior performance and
  mutual support.

5
Transformational leadership is grounded in moral
foundations that are based on four components

• Idealized influence
• Inspirational motivation
• Intellectual stimulation
• Individualized consideration

6
Components

• Idealized influence is characterized by high
  moral and ethical standards.
• Inspirational motivation provides followers with
  challenges and meaning for engaging in shared
  goals and undertakings
• Intellectual stimulation helps followers to
  question assumptions and to generate more
  creative solutions to problems.
• Individualized consideration treats each follower
  as an individual and provides coaching, mentoring
  and growth opportunities

7
Three moral aspects of a leader

• The moral character of the leader.
• The ethical values leaders vision,
  articulation, and program
• The morality of the processes of social ethical
  choice and action

8
The Multifactor Leadership Questionnaire (MLQ)

• Measures, explains and demonstrates the key
  factors
• Differentiates effective and ineffective leaders
  at all organizational levels
• Assesses the effectiveness of an entire
  organization's leadership
• Valid across cultures and types of organizations
• Available at three organizational levels
     --Individual (the Multifactor Leadership
  Questionnaire)    --Team (the Team MLQ)
     --Organization (Organizational Description
  Questionnaire)

9
Applicable in library environment?

• Facilitate the improvement of library
  organizational effectiveness
• To help encourage librarians and other staff to
  move toward
• To foster the development of new paradigms for
  libraries
• Can be used to enhance performance
• Personal attention and intellectual stimulation
  can be teach as elements of leadership to library
  administrators

10
Disadvantages

• High levels of mutual trust and participation are
  needed.
• In situations where there is little trust,
  respect - it is very difficult to implement
  transformational theory
• Emotionally engages followers
• Sometimes transformational leadership is unethical