RRL

Transformational Leadership

Transformational leadership was first conceptualized by Burns (1978) in his seminal work that described
the concepts of transformational and transactional leadership. Later, Bass

(1985) elaborated on the construct of transformational leadership as a style used by leaders who

are concerned with improving the performance of their followers and developing them to their

fullest potential (Avolio, 1999, Bass & Avolio, 1997). Individuals who exhibit transformational

leadership often have a strong set of internal values and ideals, and they are effective in

motivating followers to work for the greater good (Kuhnert, 1994). Since its foundation,

researchers demonstrated the effectiveness of transformational leadership for increasing

organizational satisfaction, commitment, and effectiveness, and increased the understanding of

the dynamics of transformational leadership.

Transformational leadership is described in four factors: idealized influence, inspirational

motivation, intellectual stimulation, and individualized consideration (Bass, 1985, 1996; Bass &

Avolio, 1994a, 1994b). Idealized influence and inspirational motivation are displayed when a

leader envisions a desirable future, articulates to the followers how to reach future goals, and sets

an example of how that goal can be attained using confidence, a high standard of performance,

and determination. Intellectual stimulation is displayed when a leader helps followers increase the
creative and innovative side of their jobs. Individualized consideration occurs when leaders

assist in the developmental needs of the followers by supporting and coaching them, along with

giving the followers opportunities for growth (Bass, 1999).