Transformational Leadership Analysis

1. TFL (TFL) is one of the most studied and researched taxonomies in the leadership archetype. Over the years, different situations, culture, organizational requirement, and nature of subordinates have encouraged the development of numerous leadership theories, of which ‘TFL’ is probably the most effective. Army leaders lead more closely than most of their counterparts in civilian life do, in situations where a lack of effective leadership may have catastrophic result (Transformational Leadership, 2007). Bangladesh Army is presently undergoing through a visionary transformation under ‘Forces Goal 2030’ (Minhaz, 2014). Induction of new weapon systems and sophisticated technology combined with the training of higher educated soldiers will make
The Transformational style of leadership elicits effort and commitment form subordinates by addressing their emotions, values, and long term goals; while also addressing subordinates’ desire and satisfying individual needs. Hence, it creates positive command climate, leads to higher performance and job satisfaction, and correlates with greater commitments of subordinates (Bass 1990). The TFL theory was originally developed by Burns (1978), and later enhanced by Bass (1985, 1998) and others (Bass & Avolio, 1990 & 1994; Bennis & Nanua, 1985; Tichy & Devanna, 1986). Transformational leadership has four major components: Idealized Influence (II), Inspirational Motivation (IM), Intellectual Stimulation (IS), and Individualized Consideration (IC). This leadership advocates making an efficient leader by enhancing performance of subordinates through generating their extra effort and satisfaction. Understanding the realities of present transformation, TFL may be more appropriate to deal with the UCs as well as transcend them for future employment with enhanced effectiveness for Bangladesh
In Bangladesh Army, a good number of research works have been carried out to ascertain the appropriate leadership style to deal with the current and anticipated leadership challenges. Concurrently, Army leadership was also blended with management theory to produce maximum positive effect (GSTP 0030). But till now, as far as the new GSTP 0030 on Leadership is concerned, no definite leadership approach has been suggested that can deal with the forthcoming military leadership challenges, and the leadership training is not well structured (Rahman, 2014). Though a good number of studies on USA, Canada, and British Armies have identified positive impacts of TFL on the organization, Bangladesh Army is yet to introduce it in large scale. In this hindsight, it is of paramount importance to identify the leadership challenges, how far present leadership is away from the expectation of the UCs, and how far it is contributing for soldiers’ performance. Therefore, researcher was inspired to examine the impact of TFL within infantry units of Bangladesh Army with a view to determining its contribution towards enhancing soldier’s