3.3: Transformational Theory

Transformational leaders are generally referred to as visionaries, motivators, catalysts, futuristic and goal-oriented who work by invoking group respect, improved culture and shared vision by the group (Rolfe, 2011). Transformational leaders have got eight attributes which make them successful in their role. These attributes are self-knowledge, flexibility, expertise, vision, authenticity, charisma, ability to inspire the group members, shared leadership, and ability to motivate followers (Rolfe, 2011). All types of leadership have the core objective of making followers perform their duties and tasks beyond expectations All leaders are expected to create a common vision, inspire followers, and provide a stable and reliable point of reference whenever need for change and challenges are encountered. Leaders usually adopt different leadership styles as they drive followers through situations, challenges, and routine practices. Leadership styles like transformational leadership focus on the relationship between the leaders and followers or workers and the influence on organizational performance and progress. The present corporate environment has become globalized and highly competitive, placing a lot of pressure on the leaders to perform and remain competitive. Transformational leaders work by stimulating and inspiring their followers to achieve the organization’s desired success unlike transactional leaders who use rewards and penalties. Transformational leaders achieve this by paying attention to the needs and concerns of their followers in pursuit of current and future strategies in a way that challenges them to be innovative and thus challenging them to seek for new and better ways of doing things while remaining competitive.

Transformational leaders use the power of knowledge, expertise, and vision to influence and change their followers to become and do what they want (Gabbar, 2014). Therefore, transformational leaders seek to change their followers through different strategies and tools which include persuasion, mentoring and training for sustainable transformation. In their strategies, transformational leaders rarely use force of personality upon followers which is typical of charismatic leadership or the influence of rewards which is characteristic of transactional leadership in addition to the bargaining and negotiation strategies often adopted by transactional leaders (Gabbar, 2014).

Transformational leaders usually endear themselves with their followers, because they are often admired and emulated by their followers. Transformational leadership presents the most valuable form of leadership because followers are given an opportunity to change, transform and, in the process, develop themselves not just as blind followers, but participants and contributors at work who are duly prepared for that role. This adds value to followers and the organization as followers are developed leading to increased productivity (Germano, 2010). Therefore, to succeed in their transformational role, transformational leaders prepare followers for leadership roles to the point where followers are able to take on leadership roles and perform beyond established standards or goals of an organization. This implies that transformational leaders attempt and often succeed in uplifting capability of colleagues, subordinates, followers, and clients to a greater level of awareness and self-esteem. This brings about sustainable change in an organization, and that means such organizations will continue with their systems of performance and structures even when the leader leaves the organization. Transformational leadership is the most preferred leadership style whenever organizations undergo tremendous or complex changes like mergers and acquisitions, entry into new markets and environments, rapid change in business environment like entry of new and stiff competition that calls for new way of thinking and doing things.

The purpose of this study is to examine and review the transformational leadership style, identify leaders regarded as transformational both in business and politics and identify practical characteristics, applications and challenges encountered by these leaders, followers, and organizations under transformational leadership style. This paper presents an extensive literature review and case studies for transformational leadership (Givens, 2008).