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| Transformational Leadership Theory Essay

The transformational leadership theory is one of the strong leadership theories. It fosters capacity development and brings the higher levels of personal commitment amongst the followers of organizational objectives. The transformational leadership usually occurs when the concerned leaders expand and elevate the interests of their employees. It also occurs when they generate awareness and acceptance of the purposes and mission of the group, and when they stir employees to look beyond their self-interests for the well being of the group (Bass M. 1998)

Transformational leaders elevate many people from low levels of need to higher levels. They also motivate followers to transcend their own interests for some other collective purpose but typically help followers satisfy as many of their individual human needs as possible, appealing notably to higher order needs. Transformational leaders engender trust, loyalty and respect amongst the followers. This form of leadership requires the leaders to engage with any follower as any other but not simply as an employee. In effect, the transformational leaders put emphasis on the actualization of the followers. Transformational leadership is also based on the self-reflective changing of values and beliefs by the leader and those of the followers. From this emerges a major characteristic of transformational leadership. It is believed to involve the leaders and followers who raise one another’sachievements and motivations to levels that might otherwise be impossible (Bass M. 1998)

Relation between Transformational Leadership theory and organization leadership

Transformational leadership relates to organizational leadership in a manner it demonstrates high level motivation and commitment of the followers and average organizational performance, especially under conditions of crisis. Major changes in the organization’s strategies and level of commitment come out as a result of effective transformational leadership.

Testable theory

Lou Gerstner – retired Chairman and CEO of IBM was a typical transformational leader because he turned IBM around from about $8 billion loss in the 1993. This is because he was able to discover the company’s problems. As one of the greatest commercial institutions in the world in the period of 1960s to 1980s, the company had become rigid. This CEO, Gerstner transformed the culture of the organization through modeling the desired behavior and putting to an end the company’s old dress code to reflect better the attire of the |ers (Axson J. 2010)

Conclusion

This view of leadership forms of organization is common in business and even in the government where the desire is to get something done to achieve a range of objectives in a particular period of time. A great deal of power remains in the hands of the leaders and the opportunity for all to take responsibility and face the challenges involved. Leaders have a crucial responsibility of working extra hard and assuring those who look up to him to feel that they are the people who can be relied upon. Therefore, they must be intelligent and trustworthy.

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