Transformational leadership: Part 3 (Concluding comments)

The influence of the transformational theory of  leadership is clear since the term “vision” -  an important characteristic of transformational leadership - is somewhat of a fad now. The inspiring nature of transformational theory; where the leader empowers their followers to transcend their self-interests for a greater cause makes it intuitively appealing. Transformational leaders are role models with strong value systems, who want to lead social change through a spirit of cooperation. Perhaps, the biggest strength of transformational leadership is that it is considered to be a process, rather than a characteristic which only a special few possess. Therefore organizations can develop transformational leaders. Finally, the Multifactor leadership questionnaire (MLQ) is an effective tool in assessing the transformational leadership potential of individuals, and can be used for self-development and training.     

Interestingly, some of the strengths of transformational leadership are also its weaknesses. For example, in order to capture the inspiring aspect of leadership, qualities like idealized influence, inspirational motivation, intellectual stimulation etc. are considered to be distinct, but some studies indicate that they could overlap. The distinction between transformational and transactional leadership is also not always clear; in fact leaders are advised to use both styles depending on the situation, although the definition of situation is unclear.

Despite the emphasis that transformational leadership is a process, and not a characteristic it is often discussed as the quality (often the charismatic quality) of the leader. For example, Steve Jobs’s name regularly comes up when we discuss contemporary transformational leaders, but not everyone can be a Steve Jobs.  Similarly, the term “vision” conjures up an image of something of a grandiose scale, which makes it exclusive, and even elitist. Since transformational leaders, at least in the common jargon, are also considered charismatic, there is the potssibility of it being misused. Steve Jobs’s “reality distortion” to influence his employees is now legendary; thankfully he only used this ability to create high quality products. In other words, we tend to think of transformational leadership from the higher end of the scale; something which is the prerogative of top executives who are able to bring in earth shattering changes to their organizations.

Nevertheless, transformational leadership with its strong moral focus and emphasis on -change- is an important leadership theory for our times.  

Picture credit