Analysis and Critique of the Theory of Transformational Leadership

Document Type : scientific

Abstract

Transformational leadership occurs when the leader and the follower lead each other to higher levels of values and motivations. This is the product of mutual transformational influence of leaders and followers. Transformational leadership is concerned with the hearts and minds of others. Transformational leadership will help all participants to have higher satisfaction and motivation, and a greater sense of success. Transformational leadership requires trust, respect for others and facilitating needs rather than direct control. Transformational leadership indicators include: long – term discernment, empowering people, coaching, developing others and cultural challenges to generate changes. In transformational leadership, the power of the leader comes from creating mutual understanding and trust. There are three main questions concerning transformational leadership: 1) what is transformational leadership? 2) How to apply it? 3) What are key strengths and weaknesses of the theory of transformational leadership? The first and second questions have been answered by text study method and the literature review of research. To answer the third question two ways were considered: on the first, the views of management researchers were based. On the second, the propositions of the theory were investigated and analyzed by a critique within and outside the structure. On the whole, it was concluded that the theory has strengths and weaknesses and it can be strengthen.

Keywords

References

1. ازگلی، محمد (1383)، رهبری بصیر، تهران: دانشگاه امام حسین‌g.
2. خدایاری، ابراهیم (1385)، بررسی سبک‌های رهبری تحول‌گرا و تبادل‌گرا ‌با تعهد سازمانی کارکنان، دانشگاه آزاد‌، واحد تهران مرکزی.
3. مطهری، مرتضی (1370د)، بیست گفتار، تهران: انتشارات صدرا.
4. یوکل، گری (1382)، مدیریت و رهبری در سازمان‌ها، ترجمه محمد ازگلی و قاسم قنبری، تهران: انتشارات دانشگاه امام حسینg.
5. Avolio, B. J., & Locke, E. E. )2002(. Contrasting different philosophies of leader motivation: Altruism versus egoism. The Leadership Quarterly, 13: 169–191.
6. Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
7. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (winter): 19-31.
8. Bass, B. M. (1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Erlbaum.
9. Bass, B.M., Avolio, B.J., Jung, D.I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88 (2), pp. 207-218.
10. Bass, B.M. & Riggio, R.E. (2006). Transformational leadership. (2nd ed). Mahwah, NJ: Lawrence Erlbaum.
11. Barbuto, J.E. (Jnr) (2005). Motivation and transactional, charismatic, and transformational leadership: a test of antecedents. Journal of Leadership and Organizational Studies, 11 (4), 26-40.
12. Barnett, K., McCormick, J. & Conners, R. (2001). Transformational leadership in schools–panacea, placebo or problem? Journal of Educational Administration, 39 (1), pp. 24-46.
13. Beyer, J. M. (1999). Taming and promoting charisma to change organizations. The Leadership Quarterly, 10 (2): 307–330.
14. Bono, J.E. & Judge, T.A. (2004). Personality and transformational and transactional leadership: a metaanalysis. Journal of Applied Psychology, 89 (5), pp. 901-910.
15. Burns, J.M. (1978). Leadership. New York: Harper & Row.
16. Carlson, D.S. & Perrewe, P.L. (1995). Institutionalization of organizational ethics through transformational leadership. Journal of Business Ethics, 14(10), pp. 829-839.
17. Cox, P.L. (2001). Transformational leadership: a success story at Cornell University. Proceedings of the ATEM/aappa 2001 conference. Retrieved March 17, 2004, from http://www.anu.edu.au/facilities/atem-aappaa/full_papers/ Coxkeynote.html 
18. Eisenbach, R., Watson, K., and Pillai, R. (1999). Transformated Leadership in the context of organizational change. Journal of organizational change management. Vol. 12, No. 2, pp. 80-88.
19. Epitropaki, O. (undated). What is transformational leadership? Institute of Work Pyschology, University of Sheffield, England.
20. Eric. (1992). Transformational leadership. ERIC Digest, Number 72. Retrieved March 8, 2004, from http://www.ericfacility.net/databases/ERIC_Digests/ ed347636.html
21. Gellis, Z.D. (2001). Social work perceptions of transformational and transactional leadership in health care. Social Work Research, 25 (1), pp. 17-25.
22. Graham, J. W. (1991). Servant-leadership in organizations: inspirational and moral. The Leadership Quarterly, 2 (2):105-l 19.
23. Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.
24. Griffin, R. (2008). Fundamentals of management. (5th ed.). USA: Houghton Mifflin.
25. Hall, J., Johnson, S., Wysocki, A. & Kepner, K. (2002). Transformational leadership: the transformation of managers and associates. Retrieved August 3, 2006, from http://edis.ifas.ufl.edu.
26. Hollander, E.P. (1985). Leadership and power. In G. Lindzey and E. Aronson (Eds). The handbook of social psychology (pp. 485-536). New York: Random House.
27. Howell, J. M., & Avolio, B. J. (1992). The ethics of charismatic leadership: Submission or liberation? Academy of Management Executive, 6 (2): 43–54.
28. Humphreys, J. H. and Einstein, W. O. (2003). Nothing new under the sun: Transformational leadership from a historical perspective. Management Decision, Vol. 41, No. 1, pp. 88-95.
29. Judge, T.A. & Piccolo, R.F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of Applied Psychology, 89/5, pp. 755-768.
30. Kanungo, R. N., & Mendonca, M.(1996). Ethical dimensions in leadership. Beverly Hills, CA: Sage.
31. Kelly, M.L. (2003, January 1). Academic advisers as transformational leaders. The Mentor. Retrieved August 3, 2006, from http://www.psu.edu/dus/mentor/030101mk.htm.  
32. Leithwood, K. & Jantzi, D. (2000). The effects of transformational leadership on organizational conditions and student engagement with school. Journal of Educational Administration, 38 (2), p. 112.
33. Lussier, R.N. & Achua, C.F. (2004). Leadership: theory, application, skill development (2nd ed.). Eagan, MN: Thomson-West.
34. Northouse, P.G. (2010). Leadership: Theory and practice. (5th ed). Thousand Oaks/India/UK/Singapore: SAGE.
35. Pawar. B. S. (2003). Central Conceptual issues, in transformational leadershipsearch & organization. Development journal. Vol. 24, No. 7, pp. 397-406.
36. Rafferty, A. E., & Griffin, M. A.( 2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The Leadership Quarterly, 15 (3): 329–354.
37. Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. The Leadership Quarterly, 16: 655–687.
38. Robbins, S. P. (2002). Organizational Behavior. Ninth edition. Prentice-Hall, Inc.
39. Russell, R. (2001). The role of values in servant leadership. Leadership and Organizational Development Journal, 22 (2): 76-84.
40. Russell, R. F., & Stone, G. A. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23: 145– 157.
41. Sankar, Y. (2003). Character not charisma is the critical measure of leadership excellence. Journal of Leadership & Organizational Studies, 9 (4): 45-55.
42. Shamir, B. (1991). The charismatic relationship: alternative explanations and predictions. The Leadership Quarterly, 2: 81–10.
43. Simic, I. (1998). Transformational leadership-the key to successful management of transformational organizational changes. Facta Universitas, 1(6), pp. 49-55.
44. Stone, A. G., Russell, R. F. and Patterson, K. (2003). Transformational Versus servant leadership: A difference in leader focus. Leadership & Organization Development Journal. Vol. 25 No. 4, pp. 349-361.
45. Ticky, N.M. (1997). The leadership engine: How winning companies build leaders at every level. New York: Harper Business.
46. Ticky, N.M. & Devanna, M.A. (1986). The transformational leadership. New York: Jhon Wiley & Sons.
47. Turner, S. (1993). Charisma and obedience: a risk cognition approach. The Leadership Quarterly, 4: 235- 256.
48. Wiess, J. (1997). Organization behavior and change managing diversity cross cultural dynamics and ethics. West Publishing.
49. Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of Management, 15(2), 251-289.
50. http://www.motahari.ir
51. www.shmoton.ir/PDF/Binder1.pdf‎Translate this page
Journal of Studies in Religion, Spirituality & Management
Volume 3, Issue 5 - Serial Number 5
August 2014
Pages 123-145

Files

Share

How to cite

Statistics