Transformational Leadership Bass’ Transformational Leadership Theory
UNIVERSITY OF PROFESSIONAL STUDIES UPS
TRANSFORMATIONAL LEADERSHIP
BASS’ TRANSFORMATIONAL
LEADERSHIP THEORY
* FORDJOUR EPHRAIM KWABENA 12MBAF278
What is Transformational Leadership
Leadership has been around for thousands of years, and yet we still are unable to contain it in a single definition we all agree on. Perhaps this is because leadership is continuously evolving, and more than what it seems to be, depending on how you look at it. It is a complex concept, with many applications, and the results that it creates depend highly on the context in which it is being considered.
History
The transformational leadership theory was first introduced in 1978 by James Mac Gregor Burns .He defined it as the process in which leaders and followers help each other to advance to a higher level of morale and motivation.
Bernard Bass says he read James McGregor Burns’ book Leadership in 1979 and immediately “was hooked.”Burns argued that regardless of traits, behaviors or situations, leadership at the most fundamental level is about an exchange in which both leaders and followers get something they want and need. He identified two types of leadership--transactional and transforming. According to Bass, Transactional leadership is based on a rather ordinary and mundane instrumental exchange of values whereas transforming leadership is quite different. Here the exchange involves something that rises very much above the common place. Transformational leaders and followers engage in an interaction that leads to a heightened sense of purpose, mission and understanding. Both leader and the led are aroused and ultimately transformed; thus the name transforming leadership.
In 1980, Bass got his first chance to explore Burns’ concept of the Transformational Leader while working with 70 senior executives at the University of South Africa in Pretoria. Bass asked the executives if they could recall working for a leader who inspired and motivated them
TRANSFORMATIONAL LEADERSHIP
BASS’ TRANSFORMATIONAL
LEADERSHIP THEORY
* FORDJOUR EPHRAIM KWABENA 12MBAF278
What is Transformational Leadership
Leadership has been around for thousands of years, and yet we still are unable to contain it in a single definition we all agree on. Perhaps this is because leadership is continuously evolving, and more than what it seems to be, depending on how you look at it. It is a complex concept, with many applications, and the results that it creates depend highly on the context in which it is being considered.
History
The transformational leadership theory was first introduced in 1978 by James Mac Gregor Burns .He defined it as the process in which leaders and followers help each other to advance to a higher level of morale and motivation.
Bernard Bass says he read James McGregor Burns’ book Leadership in 1979 and immediately “was hooked.”Burns argued that regardless of traits, behaviors or situations, leadership at the most fundamental level is about an exchange in which both leaders and followers get something they want and need. He identified two types of leadership--transactional and transforming. According to Bass, Transactional leadership is based on a rather ordinary and mundane instrumental exchange of values whereas transforming leadership is quite different. Here the exchange involves something that rises very much above the common place. Transformational leaders and followers engage in an interaction that leads to a heightened sense of purpose, mission and understanding. Both leader and the led are aroused and ultimately transformed; thus the name transforming leadership.
In 1980, Bass got his first chance to explore Burns’ concept of the Transformational Leader while working with 70 senior executives at the University of South Africa in Pretoria. Bass asked the executives if they could recall working for a leader who inspired and motivated them