Transformational Leadership

Transformational leadership theory was developed by Burns (1978) and this theory was later improved by Bass (1985, 1998 and (Givens, 2008). Bass’s version of transformational leadership theory is a theory which generated the most research amongst researcher and scholars (Yulk, 1999). Burns (1978) suggests that in transformational leadership, the follower values have to be enhanced and aligned to the values of an organisation. It becomes the mandate of the leader to ensure that this happens in an organisation (Givens, 2008).

While Bass (1985) went further to suggest that the goals within the organisation can be achieved through relationships between followers and leaders, the leader has to motivate the followers to reach their full potential and perform well for the effectiveness of the organisation (Givens, 2008).

Bass (2010) describes transformational leaders as those who uplift the morale and motivate the followers. Transformational leadership refers to “the leader moving the followers beyond immediate self-interests though idealised influence (charisma), inspiration, intellectual stimulation, or individual consideration” (Bass, 2010:11). This theory is based on four components: idealised influence, inspirational motivation, intellectual and individual consideration.

This leadership approach is also based on a vision of the organisation and focuses on transformation of people and organisations. To empower women, the visionary leadership is important as it may recognise the impact and contribution that women have in an organisation if they are transformed, nurtured and motivated.

If a leader considers followers and values then followers in return will trust the vision of the leader and will perform optimally. The leader aligns followers with

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the vision of the organisation by making changes within an organisation that will allow followers to use their potential to the fullest. When staff members understand and know where they fit into an organisation’s vision and mission they will be able to perform and be competent.

In transformational leadership, the leader guides and provides resources to followers in order for the followers to fulfil the task (Bass, 2010). It is about a leader realising human potential within the organisation and inspiring followers to be the best. It changes from being commanding to being more involved as followers and forming relationships. This theory is future-oriented (Belasen et al, 2012), is long term and is no longer about performance only but also the effectiveness of an organisation.

Transformational leadership is one of the most studied leadership theories (Day et

al, 2014) and considerable evidence has shown that his theory is effective (Yulk,

1999). There has been much replication of this leadership approach from different organisations and countries and by many leaders (Yulk, 1999). Despite this knowledge, however, the theory is vague on the influence of processes on the followers and attitudes, level of motivation and behaviour (Yulk, 1999).

Furthermore, transformation leadership lacks details. With regard to the motivation of employees, it is not clear how a leader motivates the staff, whether in terms of rewards or words of encouragement. There is ambiguity in what the leader does or says to influence the behaviour and thought process of the followers (Yulk, 1999). This theory is unclear in terms of how the staff members arrive at the vision of an organisation. The development of women should have a clear strategy as to how development will happen in an organisation, as motivation, uplifting morale and making changes will not be enough to develop women into the leadership roles.

Transformational leadership emphasises motivating of followers to perform well towards the organisation’s effectiveness. The skills need to be enhanced and staff

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need to be developed continuously in an organisation, and this is where leadership development tools come into play. Transformational leadership aims to motivate the followers in order to accomplish the goals of the organisation. However, with leadership development it is clear that through leadership training much can be done for the effectiveness of an organisation. Leadership development goes over and above motivating of the followers to developing the followers into leaders despite their titles.

To achieve an organisational goal, this theory will need to adopt other leadership styles like transactional. Transformational leadership in an organisation cannot be an independent component. Management would need to adopt transactional leadership as is necessary within an organisation. The transformational leadership might be necessary in an organisation, but it is not enough for an organisation to grow to its full potential (Oberfield, 2012). This becomes a point where both the transformational and transactional leadership complement each other and might become inter-dependent on each other.

The transformational leadership has adopted a one-size-fits-all approach in transforming individuals in an organisation. Followers come from diverse backgrounds, their level of experience, attention and their needs for development are different. Therefore, there should be a variety of tools for the differences in staff members, when enhancing and empowering them. This is supported by van Zyl (2009) who highlights that, “people have different abilities, and life stage development will have a significant impact on the ability of leaders to adopt this holistic leadership approach as transformational leadership”. Therefore this theory will not be relevant for leadership development of women.