Transformational Leadership Essay Example for Free

Transformational Leadership Essay In any endeavor, a leader is necessary for it to be successful. One would ask why? Is something doomed to failure if it’s instigated, implemented without a leader? Sun Tzu said: â€Å"The art of war is of vital importance to the State. It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected (Giles).† I would like to make a comparison here. Any action is a war – a war between success and failure. Even the simplest task of reading is a war – understanding vs. misunderstanding or enjoyable vs. boring. Let me just add that Sun Tzu further stated that: â€Å"The art of war, then, is governed by five constant factors, to be taken into account in one’s deliberations, when seeking to determine the conditions obtaining in the field. These are: The Moral Law; Heaven; Earth; The Commander; Method and discipline. The Commander stands for the virtues of wisdom, sincerely, benevolence, courage and strictness.† (Giles). So how important Sun Tzu’s Commander is in the way of things? Jack Welch, former CEO of General Electric, was reported to have issued a three-word dictum–â€Å"Don’t manage! Lead!† So when does one be classified as a manager? As a leader? What’s the difference? Whereas a manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals, leadership is somehow more complex. It is â€Å"the process wherein an individual member of a group or organization influences the interpretation of events, the choice of objectives, the maintenance of cooperative relationships, the development of skills and confidence by members, and the enlistment of support and cooperation from people outside the group or organization† (Yukl 2002, p. 5). Henceforth, leadership is influencing other people to realize or actualize the vision an organization must take in order to stay ahead and the leader is the one who is ahead of the pact. In the years of studying leadership, several leadership styles emerged. Literatures discussed and analyzed situational leadership, participative leadership, charismatic leadership, and transformational leadership among others. Transformational Leadership: Review of Related Literature Nigel Nicholson talked about the transformational leadership in one of his articles. In the beginning of one of his article, How to Motivate Your Problem People, he said that â€Å"[everyone] knows that good managers motivate with the power of their vision, the passion of their delivery, and the compelling logic of their reasoning† (2003, p. 57). However, he did say that this is a great image and that only remains as main fare of â€Å"idealistic leadership books† (Nicholson, p. 57). Tracey and Hinkin undertook a research on whether transformational leadership exists or it is just effective managerial practices (1998). To test their hypothesis, Tracey and Hinkin conducted the study by comparing the transformational leadership scales from Bass and Avolios Multifactor Leadership Questionnaire with four scales from Yukls Managerial Practices Survey (1998). The results provided mixed support for the distinctiveness of the MLQ. Does this mean then that there is no such thing as a transformational leader? I don’t think so. I believe that Gandhi was one, Mother Theresa was one, and even Hitler was one. So what is this transformational leadership theory? Furthermore, Sosik and Megerian found out that the transformational leadership behavior and managerial performance are correlated in several circumstances (1991).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Transformational leadership was first formulated by Burns from his descriptive research on political leaders (Yukl 2002, p. 324). It is defined in terms of the transformational leader’s effect on followers: â€Å"they feel trust, admiration, loyalty, and respect toward the leader, and they are motivated to do more than they originally expected to do† (Yukl 2002, p. 325). The transformational leadership theory assumes that people will follow a person who inspires them. It also assumes that a person with vision and passion can achieve great things; and that the way to get things done is by injecting enthusiasm and energy. Given that a transformational leader seeks overtly to transform the organization, there is also a tacit promise to followers that they also will be transformed in some way, perhaps to be more like this amazing leader. In some respects, then, the followers are the product of the transformation. But then as Nicholson implied, one of the traps of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality. While it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have led the charge right over the cliff and into a bottomless chasm. Paradoxically, the energy that gets people going can also cause them to give up. Transformational Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their followers. Chen studied the impact of gender on transformational leadership (2001). His research study supported his hypothesis that gender truly affects transformational leadership due to the differing qualities possessed by each gender (Chen 2001). Because â€Å"women leaders possess qualities more in line with transformational leadership and are thus more transformational than their male counterparts† (Chen 2001). A similar study was made by Schyns and Sanders. The study was focused on the gender differences in the relationship between transformational leadership and leaders occupational self-efficacy, and aimed to explain how female and male leaders develop their self-efficacy (Schyns Sanders 2005). Unlike the Chen study, Schyns and Sanders’ study â€Å"found no significant relationship between self-rated transformational leadership and occupational self-efficacy for women, although [they] did find a positive relationship for men. No interaction effect with respect to leaders occupational self-efficacy could be found between leaders gender and follower-rated transformational leadership† (2005). The effectiveness of the transformational leadership had been studied not only in the business sector, but also in the arts. Boerner and von Streit investigated the degree to which the conductors transformational leadership style and a cooperative climate in the orchestra favorably affect the orchestras artistic quality by surveying several musicians from 22 professional German symphony orchestras (2005). Specifically, the authors studied the assertion that the conductors transformational leadership style promotes the orchestras artistic quality only if there is a cooperative climate in the orchestra (Boerner von Streit 2005). Whereas Krishnan studied the effects of leader-member exchange, transformational leadership, and perceived value system congruence between leader and follower on followers six upward influence strategies assertiveness, bargaining, coalition, friendliness, higher authority, and reasoning by using a sample of 281 managers working in various organizations in India (2004). Majority of the researches done on transformational leadership focused on the effectiveness of transformational leadership, but Felfe ad Schyns pointed out that â€Å"a little is known about similarity in the leadership behavior of leader and supervisor, and how this affects the outcomes of leadership† (2004), and both collaborated to correct this oversight. In their study, 213 supervisors from two public administration offices were asked to rate their own leadership behavior as well as their leaders behavior. Felfe and Schyns then examined the relationship between own self-rated transformational leadership and perceived transformational leadership of the direct superior, and analyzed the relationship between perceived similarity between subordinate and supervisor in transformational leadership and leadership specific outcomes (extra effort, efficiency, and satisfaction with the leader), as well as organizational outcomes (commitment, overall satisfaction, organizational citizenship behavior, achievement orientation, stress, and irritability) (2004). The researches on transformational leadership were conducted in several ways: review of existing literatures, interviews, and surveys. Sosik, however, conducted a laboratory experiment to evaluate the effects of high and low level of transformational leadership style and anonymity (1997). He included 36 undergraduate student work groups, and used a Group Decision Support System to perform an idea generation task (Sosik 1997). Sosik found out â€Å"that groups working under high transformational leadership generated more original solutions, supportive remarks, solution clarifications and questions about solutions and reported higher levels of perceived performance, extra effort and satisfaction with the leader than groups working under low transformational leadership† (1997). Undoubtedly, the effectiveness of a transformational leader doesn’t depend solely on that leader: no matter how good a leader is that leader’s success will always depend, in part, on the followers. Walumbwa, Lawler, Avolio, Wang and Shi studied how a transformational leader’s effectiveness is affected by followers’ work-related attitude (2005). What is interesting with this study is Walumbwa, Lawler, Avolio, Wang and Shi collected their data from three countries: China, India and United States. But, then, what makes up a transformational leadership exactly? Hoffman and Frost examine the impact of emotional, social, and cognitive intelligences on the dimensions of transformational leadership using both paper-and-pencil measures and assessment center dimensions (2006). The study found out that there are significant relationships between cognitive intelligence components and intellectual stimulation, social intelligence components and charisma, and emotional intelligence components and individualized consideration (Hoffman Frost 2006). Finally, Transformational Leaders, by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated. Like wartime leaders, however, given the right situation they come into their own and can be personally responsible for saving entire wars. References Chen, C. (2001). Androgyny and transformational leadership: Effects of gender and sex-role identity in the collectivistic context of Taiwan, R.O.C. University of Southern California. Felfe, J. Schyns, B. (2004). Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership. Journal of Leadership Organizational Studies, 10 (4), 92-103. Giles, L. (translator). Sun Tzu The Art of War. Hoffman, B. Frost, B. (2006). Multiple intelligences of transformational leaders: an empirical examination. International Journal of Manpower, 27 (1), 37. Krishnan, V. (2004). Impact of transformational leadership on followers influence strategies. Leadership Organizational development Journal, 25 (1/2), 58. Nicholson, N. (2003). How to Motivate Your Problem People. Harvard Business Review, January 2003, 57-65. Boerner, S. von Streit, C. (2005). Transformational Leadership and Group Climate-Empirical Results from Symphony Orchestras. Journal of Leadership Organizational Studies, 12 (2), 31-41. Schyns, B. Sanders, K. (2005). Exploring gender differences in leaders occupational self-efficacy. Women in Management Review, 20 (7/8), 513-523. Sosik, J. (1997). Effect of transformational leadership and anonymity on idea generation in computer-mediated groups. Group Organization Management, 22 (4), 460-487. Sosik, J. Megerian, L. (1991). Understanding leader emotional intelligence and performance: The role of self-other agreement on transformational leadership perceptions. T Group Organization Management, 24 (3), 367-390. Tracey, J. Hinkin, T. (1998). Transformational leadership or effective managerial practices? Group Organization Management, 23 (2), 220-236. Walumbwa, F., Lawler, J., Avolio, B., Wang, P. Shi, K. (2005). Transformational Leadership and Work-Related Attitudes: The Moderating Effects of Collective and Self-Efficacy Across Cultures. Journal of Leadership Organizational Studies, 11 (3), 2-16. Yukl, G. (2002). Leadership in Organizations (5th ed). New Jersey: Prentice Hall.