Unit 3 Theoretical Perspectives on Leadership: Transformational Leadership

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Overview

Transformational leadership is a widely-researched leadership theory (Northouse, 2019), “concerned with emotions, values, ethics, standards, and long-term goals” (p. 163). The focus of this leadership theory is the leader’s role in transforming and influencing those s/he leads to accomplish more than they think possible.

In this unit, we will explore transformational leadership theory, consider its challenges and strengths, and compare transformational leadership values to Christian virtues.

Learning Objectives

At the end of this unit, you will be able to:

  • Examine key principles of Transformational Leadership.
  • Analyze potential strengths and challenges of Transformational Leadership theory.
  • Compare Transformational Leadership values with Christian virtues.
  • Identify effective leadership strategies.

Course Topics

In this unit, we will explore the following topics:

  1. Principles of Transformational Leadership
  2. Strengths and Challenges of Transformational Leadership

Unit Resources

Online resources will be provided in the unit.

3.1 Principles of Transformational Leadership

Transformational leadership theory was first introduced by James MacGregor Burns (1978), a political sociologist who argued that effective leaders were able to connect with the motives of those they lead, in order to achieve goals together. Transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower” (Northouse, 2019, p. 164).

In transformational leadership theory, the leader is both influential and visionary, often with a strong sense of morality and a high level of self-confidence (Northouse, 2019). These leaders serve as strong motivators and role models to those they lead. Followers develop a strong sense of trust in the leader, often identifying with them, accepting their direction, and increasing their own goals and self-confidence (Northouse, 2019).

According to Bass and Riggio (2006), transformational leadership is uniquely suited to address “the needs of today’s work groups, who want to be inspired and empowered to succeed in times of uncertainty” (p. 171).

Transformational leadership is exemplified by four key factors, identified by Bass (1985) who expanded Burns’ (1978) original theory. These factors are “idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration” (Northouse, 2019, p. 169). These elements of transformational leadership demonstrate the importance oft the leader’s ability to influence, motivate, and challenge followers, with unique considerations given to each individual.

According to Quinn and Spreitzer (1997), empowered followers are more effective, more innovative, and are transformational in the work they do. When employees are empowered, they perform better and to their full potential to overcome obstacles. In traditional leadership, upper management issue instructions to their employees who are responsible to complete tasks according to guidelines. Comparably, transformational leaders empower and motivate their followers to think and act, which develops self-confidence.

3.2 Strengths and Challenges of Transformational Leadership

Similar to servant leadership, one of the strengths of transformational leadership is a focus on the greater good – achieving goals together that address the needs of humanity. Also similar to servant leadership, transformational leadership focuses on the development of followers so they are able to achieve at a high level.

However, because of the focus on influence and motivation, scholars have also identified the potential of psuedotransformational leadership, a term first used by Bass (1998) to describe transformational leadership that is not focused on the common good. In this type of leadership, leaders use their power to influence and motivate to achieve evil aims. “A pseudotransformational leader has a strong inspirational talent and appeal but is manipulative and dominates and directs followers toward his or her own values. It is leadership that is threatening to the welfare of followers because it ignores the common good” (Northouse, 2019, p. 165).

Formative Learning Activities (ungraded)

Learning Activity 3.1

  • Read: Northouse (2019). Chapter 8 Transformational Leadership
  • Read: Rowe & Guerrero (2019). Chapter 7 Transformational Leadership
  • Read: Brown (2019). Part 2: Living into our values.
  • Read Wang, Oh, Courtright & Colbert (2011)

Learning Activity 3.2

  • View ‘Transforming Transformational Leadership’

Learning Activity 3.3

Take the Multifactor Leadership Questionnaire (MLQ) in Chapter 8 of Northouse (2019). After completing the assessment, in your Reflective Journal, prepare a 150 word synthesis commenting on the overall results of the surveys. What were your results? In what ways do they align with your self-conception or not? As you reflected on these surveys, what did you learn about yourself? Did anything challenge you with respect to the results?

3.2.0.1 Assignment 2: Case Study (Transformational Leadership)

There are 2 options for Assignment 2 (due at the end of Unit 5):

  1. Case Study in Leadership or
  2. Critical Analysis of Leadership Theory

Both options ask you to write a 5-7 page paper focusing on one of the three leadership theories discussed in Units 2, 3, and 4 (servant, transformational, or authentic).

Below, you will find instructions for the Case Study in Leadership assignment with a focus on Transformational Leadership. See Unit 2 for Servant Leadership or Unit 4 for Authentic Leadership.

Select one of the Case Studies on Transformational Leadership in Rowe and Guerrero (2019). After reviewing the case, write a 5-7 page paper (plus Title Page and Reference List). The paper should be formatted in APA style and should incorporate references to Rowe and Guerrero (2019), Northouse (2019) and two other sources. The paper should includes the following:

  1. Title Page
  2. Describe the issue.
  3. Discuss the context of the problem.
  4. Identify the key factors that contribute to the problem.
  5. Analyze the options or paths available to the decision-maker.
  6. Make a recommendation for how the leader should move forward. Incorporate a rationale for your recommendation, including references to both the Northouse (2019) and Rowe & Guerrero (2019) text. Be sure to incorporate your knowledge of this leadership theory, strategies, and values.
  7. Reference List

Assessment of Learning

RUBRIC: Case Study in Leadership (10%)

Click here for the assignment rubric.