A Literature Review of Transformational Leadership “Organization Climate – Employee Performance”

Topics: Leadership, Management, Organizational studies and human resource management Pages: 14 (2960 words) Published: April 20, 2014


A Literature Review of

Transformational Leadership
“Organization Climate – Employee Performance”

Abstract
The literature review attempts to examine transformational leadership impact addressing organizational change and performance. Based on the concept and theory do the attributes and skills provide the tools for leaders to motivate and influence follower’s verses the traditional leading through power and authority. The history of transformational leadership style has now been tested and defined for over thirty years. The literature review sampling crosses many organizations from the non for profit, governmental, private business, paramilitary, corporations and healthcare. Furthermore, the difference in style from transactional leadership (situational leading) to transformational leadership, along with addressing the cultural and climate of the organizations which challenge leaders to find a method to motivate and inspire their followers. As the leaders navigate the changing landscape within the organization what characteristics and traits are parts of the make-up a good and effective leader. The paper will conclude that the research and review of the literature supports transformational leadership will motivate, inspire and create an innovative environment to meet today’s organization and employee trust to follow their leader.

As the topic of leadership begins with many studies and opinions on what type of leadership motivates and inspires an organization and its employees working towards a common goal for the betterment of each other which generally points to transformational leadership. Therefore, the search and review of numerous articles and studies confirms that transformational leadership has an edge as a successful leadership style and concept to meet the challenges addressing morale and performance. Furthermore, transactional leadership has a psychological component through its approach developing relationships as a key factor instead of leading by authority and power while responding to the situation. Before moving on to the literature review and findings I found an interesting article titled “Traits of leadership” (Jerabek, S., & Day, J., Danny. (2009) to focus on what is a good leader and “For this article, the authors qualify a good leader as one who can effectively lead a group of individuals with a specific goal. The personality of the leader, coupled with an ability to accomplish the mission, prove critical for success of the organization. Leaders also have personality characteristics that promote and develop others, such as overall awareness, empowerment of others, and personal integrity. The lack or overabundance of a leader’s characteristics can affect any organization. Leaders exhibit various styles of leadership that mature and change throughout their careers.” ( FBI Law Enforcement Bulletin, 78(11), pg.20.) As the review approaches to address the question many organizations do not understand management verses leadership I thought this article provided a good foundation on what is a good leader which assisted with focusing on the topic of transformational leadership.

So what is transformational leadership which began as transforming leadership within the political area in 1978 by James Macgregor Burns through his research on political leaders? “The initial concept of transformational leadership was provided by Burns in his research about political leaders. According to Burns, transformational leadership is a process in which leaders and followers promote each other to higher levels of morality and motivation. Transformational leaders help their followers to look at old problems via a new perspective. They stimulate their followers to attempt higher than usual levels. Transformational leaders inspire their followers to think more than their own aims and interests and to focus on greater team, organizational, national and global objectives....


References: Devitt, K. R., & Borodzicz, E. P. (2008). Interwoven leadership: The missing link in multi-agency major incident response. Journal of Contingencies & Crisis Management, 16(4), 208-216. doi: 10.1111/j.1468-5973.2008.00551.x
Jandaghi, G., Matin, H
McCullough, C. (2007). Developing YOU! T+d, 61(12), 64-67. Retrieved from http://ezproxy.lewisu.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=27746439&site=ehost-live&scope=site
Mokhber, M., Ismail, W
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