As Bass (1997: 4) states, “leaders who are close to their followers, in particular, who can lose all their reputation with just one episode of hypocrisy or shading of the truth”. However, the strong impression that transformational leaders are autocratic and antidemocratic remains. Another example is Gordon Bethune, CEO of Continental Airlines (merged with United in 2010), and he joined Continental Airlines during its bankruptcy, during that time, company was losing $55 million dollars per month, he, however, not only eliminated the debt they had at that not, but also increased Continental Airline’s stock price from $2 a share to $50 a share.

Theoretically, distant leaders “would tend to behave homogenously with followers” (Antonakis and Atwater, 2002: 684), distant leaders see their followers as anonymous individuals, an undifferentiated herd, and are thereby insensitive to individual developmental needs. (2007), “Transforming Service Employees and Climate: A Multilevel, Multisource Examination of Transformational Leadership in Building Long-Term Service Relationships”. Selectively revealing weaknesses certainly destroys the illusion that leaders are extraordinary persons but it also shortens the social distance between leaders and followers.

So can effective leadership.”. According to Brayman (1992), the transformational leadership looks more suited to be a set of personality characteristics rather than special requirements. Indeed, the extent to which the goal proposed by the transformational leader is for the collective good is often open to debate (Northouse, 2013; Tourish and Pinnington, 2002; Tucker and Russell, 2004). Login failed. Leaders that can bring positive or beneficial effect to a group or enterprise are consider as a transformational leader, they are energetic, passionate, not only they focus on the systems and the structure of a business, they also focus on the individual employee to do well and to be successful as well. Similarly to transformational leaders, inspirational leaders enthuse and arouse others both emotionally and intellectually. I have read and accept the terms and conditions, View permissions information for this article. Members of _ can log in with their society credentials below.

MacKenzie et al. To distinguish transformational leaders who are ethical, Bass (1999: 15) refers to the unethical transformational leader as “pseudo-transformational’’. Among them all, one of the important key criticisms against transformational theory is accusing it to be only for the selected individuals, which may lead to abusing of power. Nemanich, L. A. and Keller, R. T. (2007), “Transformational leadership in an acquisition: A field study of employees”. García-Morales, V. J.; Jiménez-Barrionuevo, M. M. and Gutiérrez-Gutiérrez, L., (2012), “Transformational leadership influence on organizational performance through organizational learning and innovation”. Gunter, H.M. Think of parents. According to Bass (1999: 9), “[the] transformational leader emphasizes what you can do for your country”. Inspirational leaders deliberately arouse their followers to move on, either in crisis or in maintaining status quo. There are however considerable differences between these two approaches to leadership which are summarised in Table 1. First, a rather narrow, managerialist variant of transformational leadership is promoted, which is resisted by school teachers and principals. However, in this ever changing world, business leaders needs improve his/her skill and ability in order to coordinate with the change. As Colonel Mark .A Homig (2001) have stated that:” Transformational leadership is a double edged sword”. Here are some of the quoted interviews from that report: Our academic experts are ready and waiting to assist with any writing project you may have. Leading schools in time of change. Tourish, D. and Pinnington, A. Instead of setting rigid rules for others to follow, transformational leaders aim to set out a compelling vision for followers to pursue. According to Bass, the inspirational leader “employs persuasive appeals and arouses emotional acceptance” (Bass, 1988: 22). Just like in school, everything can be taught to students, but there are always some students do better than others, in terms of adapting knowledge, and the ability of applying the knowledge that they have learned. View or download all the content the society has access to. Sustaining the leading edge: A report on leadership training and development. Cassell, C. & Symon, G. Qualitative methods in organizational research. A.

Pettigrew, A. , Ferlie, E. & McKee, L. Shaping strategic change. Conversely, inspirational leaders are more egalitarian and approachable.

Cabinet Office (Performance and Innovation Unit) . Management of organizational behavior. Admitting or revealing weaknesses makes a leader mundane, fallible or even vulnerable. Do market leaders need a transformational leader? No plagiarism, guaranteed! It is also concerned with transforming organisational performance either from poor to satisfactory performance or from acceptable to excellent (Bass and Riggio, 2006; Mullins, 2007; Pawar, 2003; Tucker and Russell, 2004). From simple essay plans, through to full dissertations, you can guarantee we have a service perfectly matched to your needs. A person can have many distinctive qualities, leadership is among those qualities, not everyone possess such quality, which made this quality special and extraordinary. Moore, M.H. Transformational leadership is concerned with changing or modifying organisational systems to accommodate the vision rather than working within the limitations of the existing system (Howell and Avolio, 1993). Inspirational Motivation: The foundation of transformational leadership is the promotion of consistent vision, mission, and a set of values to the members. Moreover, transformational leaders aim to “get people’s thoughts off distributional questions and refocus them on common goals or communal interests” (Keeley, 2004: 167, emphasis in original). University of Salford Cite as: Lee, M. (2014), "Transformational Leadership: Is It Time For A Recall? Or are they the same in the public service? Bass, B. M. (1999), “Two Decades of Research and Development in Transformational Leadership”. Unlike transformational leaders, inspirational leaders selectively and personally inspire their followers (Olivier, 2003). Kakabadse, A. , Korac-Kakabadse, N. & Kouzmin, A. Keys, W. , Sharp, C. , Greene, K. & Grayson, H. Successful leadership of schools in urban and challenging contexts. That is to say, inspirational leadership is about giving new momentum to followers, either in developing or mature organisations. Exploring charismatic leadership in the public sector: Measurement and consequences, The changing management agenda for primary heads, Ethics, values and behaviours: Comparison of three case studies examining the paucity of leadership in government, The new public management, modernization and institutional change: Disruptions, disjunctures and dilemmas, The nature and implications of contextual influences on transformational leadership: A conceptual examination, Change in the management of public services, Changing theories of leadership and leadership development, Public-sector leadership theory: An assessment, Educational leadership and student achievement: The elusive search for an association, Leadership, ‘bastard leadership’ and managerialism, confronting twin paradoxes in the Blair education project, A critique of transformational leadership: Moral, professional and contingent dimensions of leadership within public services organizations. Bass, B. M. (1988), “The Inspirational Processes of Leadership”. Walumbwa, Fred O.; Orwa, Bani; Wang, Peng; Lawler, John J. 1, pp. Please read and accept the terms and conditions and check the box to generate a sharing link. Tse, H.H.M.

Liao, H. and Chuang, A. (2001), “Motivation and Transformational leadership: some organisational context issues”, in: Erez,M. Free resources to assist you with your university studies! This implies that the leaders are putting themselves above followers’ needs, which is “antidemocratic” (Northouse, 2013: 203). Yagil, D. (1998), “Charismatic leadership and organizational hierarchy: Attribution of charisma to close and distant leaders”. & Huberman, A.M. Analysing qualitative data: A sourcebook for new methods. Bass, B. M. (1985), “Leadership: Good, Better, Best”. However, Bass fails to specify how to deal with pseudo-transformational leaders or more importantly, how to identify pseudo-transformational leaders who masquerade as transformational leaders. Despite research that has demonstrated the positive aspects of transformational leadership for organisations, some scholars have highlighted the shortcomings of transformational leadership. Simply select your manager software from the list below and click on download. If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. For critics, this can be a form of deception since there is only unidirectional influence, from that of the leader to the follower. (2014), “Inspiration at work: is it an oxymoron?”. Howell, J. M.; Neufeld, D. J. and Avolio, B. J.

This is a strength that transformational leaders need to develop because they need to unite their followers irrespective of the range of differences between them. Consider the case when the leaders’ vision is intentionally deceiving or unethical; where would it direct the organisation? & Pineault, M. Golembieski, R. Practical public management.

Some evidence about innovative public managers. Looking for a flexible role? You can view samples of our professional work here. Re-inventing government: Does leadership make a difference? Together these four components; intellectual stimulation, individualised consideration, idealised influence and inspirational leadership, are known as the ‘four I’s’ of transformational leadership. (2005), “Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms”. Which means that, when a transformational leader over done his part in terms of leadership, his/her innate defect in personality or even later life experience can turn him/her into another type transformational leadership, the one on the opposite side-Pseudo transformation leadership.

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