Bass' Transformational Leadership Theory
Bass’ Transformational Leadership Theory
Christy Duvigneaud
Capella University
Abstract
Bass’ Theory of Transformational Leadership provides a framework and foundation for managers and leaders in human services organization to develop a contemporary approach relative to the roles, relationships, and resource capacities that drive their professional positions and sustain the respective institutions. In fact, there is quite a bit of scholarly research extolling the benefits of such a leadership style. Interestingly, leadership theories much like any other epistemological debate have evolved over time in alignment with the variant demographic, economic, technological, political-legal, and social-cultural environments that dictate trends and alterations in research methods and practice. Hence, this paper will analyze some of the empirical research studies that have been utilized to test and validate Bass’ Theory and it will also point towards embracing a blended approach in future theoretical application.
Bass’ Transformational Leadership Theory
Strategic management represents a significant part of an organization’s lifeline to growth, success, and prevalence. In the global world of changing economic conditions, heightened levels of competition, and rapid technological change, organizations must always be ready and positioned to be innovative and adaptable. This is especially true in the nonprofit sector where not only do the aforementioned marketplace characteristics prevail, but where there is also the existence of legal, regulatory, and pressing trends that beckon higher social responsibility upon these public benefactors. Ultimately, strategic management can only come from the leaders and managers of the organization itself. Given this reality, studying what defines leadership and what theoretical constructs pave the way for adopting effective strategies and approaches for strategic nonprofit management can yield to targeted interventions in
Christy Duvigneaud
Capella University
Abstract
Bass’ Theory of Transformational Leadership provides a framework and foundation for managers and leaders in human services organization to develop a contemporary approach relative to the roles, relationships, and resource capacities that drive their professional positions and sustain the respective institutions. In fact, there is quite a bit of scholarly research extolling the benefits of such a leadership style. Interestingly, leadership theories much like any other epistemological debate have evolved over time in alignment with the variant demographic, economic, technological, political-legal, and social-cultural environments that dictate trends and alterations in research methods and practice. Hence, this paper will analyze some of the empirical research studies that have been utilized to test and validate Bass’ Theory and it will also point towards embracing a blended approach in future theoretical application.
Bass’ Transformational Leadership Theory
Strategic management represents a significant part of an organization’s lifeline to growth, success, and prevalence. In the global world of changing economic conditions, heightened levels of competition, and rapid technological change, organizations must always be ready and positioned to be innovative and adaptable. This is especially true in the nonprofit sector where not only do the aforementioned marketplace characteristics prevail, but where there is also the existence of legal, regulatory, and pressing trends that beckon higher social responsibility upon these public benefactors. Ultimately, strategic management can only come from the leaders and managers of the organization itself. Given this reality, studying what defines leadership and what theoretical constructs pave the way for adopting effective strategies and approaches for strategic nonprofit management can yield to targeted interventions in
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