Transformational leadership is an approach in which leaders and their followers are mutually helpful towards moving to a higher level of motivation and excellence in the workplace (Burns, 1978). The approach of transforming brings about significant changes in the life of both individuals and the organization they work for. The leader being a role model to the followers in transforming both the employees and the organization, Burns’ theory has its own strengths and weaknesses as discussed below.
The prime strength of Burns’ transformation leadership theory is that it positively ensures a wide range of performance based outcomes both at individual and organizational level, thanks to the motivation of the leadership (Bass & Bass, 2008). Besides, as the leaders are driven by the need to transform, they show keen interest in identifying the strengths and weaknesses of the employees so as to conveniently align the organizational objectives. Leaders are also particular about training and developing employees. This leadership approach is also more process-centered while emphasizing organizational values and morals for sustainable growth (Suresh & Rajini, 2013). It is also the most effective form of leadership as the popularity of the leaders continues to influence followers.
The major weakness of Burns’ leadership theory is the fact that the theory is not centered on a give and take relationship between the leader and the followers, but solely on the personality of the leader. The theory considers leadership more as a trait while leadership to effectively encounter present day challenges calls for more learned behaviors. The transformational leadership is also prone to exercising the power in abusive manners so as to ‘discipline’ the workers. Many a time, the leader’s purpose remains unchallenged by the followers as historical evidences on the leadership of personalities like Hitler show.
References
Bass, B.M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications, New YorK: Free Press
Burns, J.M. (1978). Leadership. New York. Harper & Row.
Suresh, A. & Rajini, J. (2013). Transformational leadership approach in organizations: its strengths and weaknesses. International Journal of Social Science & Interdisciplinary Research, 2 (3).
