Transformational leadership theory

The research suggests that leaders best accomplish facilitating the shared vision when they value the human resources of their organizations. At least two contemporary theories work with this principle of valuing human resources the transformational leadership theory and the theory of emotional intelligence. 

The transformational leadership theory focuses on the need for consensus development among followers and achievement of organizational goals. 

Most general references in the literature to follower development actually refer to an intrapersonal, developmental change that followers of transformational leaders presumably undergo the leader transforms followers by serving as a coach, a teacher, and a mentor. Dvir et al. (in press) propose a conceptual framework for examining developmental aspects of transformational leadership theory on the basis of the sporadic theoretical discussions and empirical examinations in the literature. Their framework for follower personal development includes the three domains of motivation, morality, and empowerment. Dvir et al. found evidence of the impact of transformational leaders upon their direct followers development in at least one measure of each category. 

Empowerment Transformational leadership theory, in contrast to early charismatic leadership theories (e.g.. House 1977), never assumed that leadership relationships are based on regression or weakness on the part of the employees. On the contrary, transformational leadership theory has... 

Yammarino, F. J., and Dubinsky, A. J. (1994), Transformational Leadership Theory Using Levels of Analysis to Determine Boundary Conditions, Personnel Psychology, Vol. 47, pp. 787-811. 

Transformational Leadership Theory. People can choose to become leaders, and can learn leadership skills. This is the most widely accepted theory today. 

The leadership theories discussed in Chapter 8 were trait, behavioral (i.e., autocratic, democratic, and laissez-fare), situational or contingency-based, transactional, and transformational. The majority of these theories are transactional in nature however, transformational leadership is used more often to implement innovation and change within the profession and achievement of organizational goals (Bass, 1985). Building on Chapter 8, other leadership theories or styles used extensively in the health care industry are servant-leadership and strengths-based leadership. 

In summary, evidence from studies in the new genre of leadership theories offers insights regarding the strong impact of transformational or charismatic leaders on their followers. We believe that performance management is an excellent tool for such leaders to communicate strategic goals and sense followers needs for personal development. 

Bass B. M., and Avolio, B. J. (1993), Transformational Leadership A Response to Critiques, in Leadership Theory and Research Perspectives and Directions, M. M. Chemers ruid R. Ayman, Eds., Academic Press, San Diego. 

How the leader influences—the leader s style—encircles his personal safety ethic. Over the years, researchers and scholars have described a plethora of leadership styles—laissez-faire, autocratic, charismatic, participative, transactional, theories X, Y, and Z—to name just a few. One widely researched style, transformational leadership, stands out as consistently predictive of business outcomes. The transformational leader focuses on the future, and her approach is strongly oriented toward developing her people. By going beyond her own self-interest, such a leader inspires employees to go beyond their mere shortterm self-interest. The transactional leader, in contrast, focuses on current results and undertakes individual exchanges (of recognition, position, or money) to deliver expected results in the near term. We ll explore these two leadership styles, both of which have their merits and uses, later in this chapter. 

In summary, the concept of fransformation leadership and the El theory allow one to see how the behavior of fhe leader affects the behavior of the follower. Valuing the human aspect of fhe follower, that is, identifying with and appreciating the emotional and professional needs of the follower, is a key aspecf of an effective leader. The transformational theory of leadership espouses a moral and efhical balance to leadership, whereas the El theory supports the recognition of the emotional connection between the follower... 

Semenov in his Nobel lecture Some problems relating to chain reactions and to the theory of combustion described research of his groups at the Leningrad Physical-Technical Institute (under the leadership of academician Abram Ioffe) and then in the Institute of Chemical Physics of the Russian Academy of Sciences in Moscow. Semenov stressed on the similarities of branched nuclear reactions discovered in the 1930s by physicists, where, like in chemical chain reactions, the size and density are the decisive factors in the transformation of safe inert conditions to explosion. 

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