Transformational leadership is a leadership theory, developed initially by James MacGregor Burns and later extended by Bernard Bass, that describes leaders who motivate and inspire followers to exceed their own individual self-interest for the good of the organization by appealing to higher ideals, values, and a shared vision. Bass identified core components of transformational leadership, including idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, and contrasted the style with transactional leadership, which relies on structured exchanges of rewards for performance. The theory has become one of the most widely researched and applied leadership frameworks in management, particularly in the study of organizational change and employee engagement.
Facts
Core ClaimTransformational leadership is a leadership style in which a leader inspires followers to perform beyond their perceived capabilities by prioritizing a collective vision over immediate self-interest. 1 Cross-Tradition Connections
Associated With
Servant Leadership and Transformational Leadership are both follower-centered leadership approaches commonly compared in leadership literature.
Paired leadership styles from the same Burns/Bass framework, standardly discussed together.
Sources
1. Wikipedia, Transformational Leadership
WikipediaWikipedia, Transformational leadership lead sectionQuote, Wikipedia, Transformational leadership lead section
Transformational leadership is a leadership style in which a leader's behaviors influence their followers, inspiring them to perform beyond their perceived capabilities.
2. Wikipedia, Transactional Leadership
WikipediaWikipedia, Transactional leadership lead sectionQuote, Wikipedia, Transactional leadership lead section
Although James Downton is generally credited with coining the term "transactional leadership", James MacGregor Burns expanded upon the concept in his influential 1978 book Leadership.
Wikipedia, Servant Leadership
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