Transformational Leadership Style

Transformational leadership is a type of leadership style that can inspire positive changes in those who follow. They are always enthusiastic and passionate on helping every member of the group. They inspire the followers to change expectations and motivations to work towards common goal.

Leadership expert James McGregor Burns introduced the concept of transformational leadership in his 1978 book, "Leadership." He defined transformational leadership as a process where "leaders and their followers raise one another to higher levels of morality and motivation."

Transformational style of leadership can have a positive effect on the group. They become role model for the team and demonstrate the standards that they expect from others. Bass (1990)

Inspiring vision of future is required, b. People have to be motivated to buy and deliver vision, c. When vision is delivered how to manage it is required and d. lastly true based relationship with your people is required.

Research has shown that Transformational Leadership is exhibited to a greater degree at the top of the organization and have integrity and high emotional intelligence and are self-aware, empathetic and humble.

Earlier research on transformational leadership was limited, because the knowledge in this area was too primitive for finding good examples for the items in the questionnaire. Another weakness in the first version of the MLQ (Multifactor Leadership Questionnaire) related to the wording of items. Most items in the scale of charismatic leadership described the result of leadership, instead of specific actions of the leader that can be observed and that, in turn, lead to the results. In response to the critics,

Bass and Avolio (1990) included in the revised and now subsequent versions many more items that describe leadership actions that are observed directly. They also split out attributions of leadership associated with Idealized Influence and behaviors and actions into two separate