Leadership theories have long been a part of academic discourse. Within the spectrum of these theories includes a multitude of approaches such as trait theory, charismatic leadership theory, situational leadership theory, and transformational leadership theory. Although some approaches to leadership have attempted to implement a single framework that could account for this concept in all situations, many studies acknowledge that such a scientific approach that adopts pure empiricism is something that is destined towards failure. Subsequently, a more accurate lens to view leadership theories is through the understanding that certain leadership tendencies are better in certain situations. Accordingly, transformational leadership theory emerges as one of the most effective approaches to leadership for organizations that are in need of a change.
Transformational leadership was first established in the late 1970s by Presidential biographer James MacGregor Burns. Burns posited that this type of leadership was one in which not only the leader inspired his or her followers to greater states of motivation and virtue, but also the followers inspired the leader to these higher states (Bass & Steidlmeier, 1999). In subsequent decades, other theorists have added and refined the transformational leadership model in a variety of ways, but its underlining features remain the same – concomitant influence on leaders and followers results in these individuals achieving a transcendent state. In addition to the mutual process of change, transformational leadership has also been linked to an emphasis on values, as the transformation that is occurring should not only be thought about in terms of the organization’s bottom line but also in terms of bringing the organization to a higher state of morality and ethical responsibility (Mindtools.com, 2016). Other values that the transformational leadership model includes are those related to motivation. In work environments that accept the transformational leadership model employees are encourage to strive towards goals that they otherwise would not have thought would be possible.
While I am not currently employed, I would like to implement the transformational leadership model in a future job through a variety of methods. I believe that one of the greatest challenges in work environments in regards to implementing transformational leadership is that oftentimes management and upper-level administrators may be aware of the fact that followers have valid insights into the business model that could be incorporated to achieve greater levels of change but these ideas are not allowed to be voiced because doing so might threaten the competitive advantage of the individual in charge or constitute an instance wherein the person voicing their opinion is seen as stepping outside the boundaries of their professional responsibility. Clearly, what needs to occur is not a small fix, but a large-scale rethinking of the effective organizational model. Such a transformational model would potentially reimagine the best-fit employee. Rather than an effective employee being an individual who follows orders in a rigid structure, the most effective employee should be viewed as someone who performs their specialized job responsibility in addition to making contributions to the overriding organizational model and organizational culture. Such employees would necessitate rethinking the hiring process. For instance, in a software engineering startup, the most effective engineer would not only be a person who could create top-notch software, but also an individual who could help innovate ideas for the company’s growth and business model. While it is easy in practice to think that these fields are clearly delineated, they are perhaps better understood as existing along the same plateau of thought, such that innovative solutions in one category naturally leader over to innovative solutions in another category. By changing the employee model to accept this standard, both leaders and subordinates could be “transformed” in a way that benefits the organization to its greatest possible degree, ensuring it remains competitive in the increasing globalized 21st century.
The Harvard Business Review has explored the transformational leadership model in a variety of contexts. Hewlett (2016) examined such a model and argued that inclusive leadership environments have consistently been shown to be more effective in producing revenue through allowing new ideas and valid perspectives to finally emerge. While Hewlett (2016) does not indicate that such business environments have implemented large scale structural changes, she does note that in these environments the leaders have accepted a much more inclusive perspective. She stated that leaders who were the most effective were those that: “1)ask questions, and listen carefully; 2) facilitate constructive argument; 3) give actionable feedback; 4) take advice from the team and act on it; 5) share credit for team success; and 6) maintain regular contact with team members” (Hewlett, 2016). As such, one should recognize that the transformational model of leadership is one that can be located with the leader and spread to subordinates.
In conclusion, this research has examined the transformational leadership model. Within this spectrum of understanding, the essay argues that the transformational leadership approach is one that embraces change in both leaders and followers through mutual encouragement. Additionally, the transformational leadership approach is one that involves these individuals embracing higher moral and ethical values, values that otherwise wouldn’t be achievable if the individual was to act alone. However, the research is conflicted on the best way to implement this model. To a great degree, it appears necessary that transformational leadership is necessitates radically rethinking the work environment to embrace employees who have greater insight into organizational characteristics. Yet, on a small scale, leaders can implement the transformational model through creating more inclusive environments.
References
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational
leadership behavior. The leadership quarterly, 10(2), 181-217.
Hewlett, S. (2016). Creating a Culture Where Employees Speak Up. Harvard Business Review.
Retrieved 31 January 2016, from https://hbr.org/2016/01/creating-a-culture-where-employees-speak-up
Mindtools.com,. (2016). Transformational Leadership: Becoming an Inspirational Leader.
Retrieved 31 January 2016, from https://www.mindtools.com/pages/article/transformational-leadership.htm
