“Transformationalleader is an “icon” to organization especially in an organization where thisleader did what was thought to be impossible” Bass & Avolio, 1994.Bottom of Form The most contemporaryleadership theory, which fascinates various debates and studies at differentpoints to attest its effectiveness in current world leadership’s pattern istransformational leadership theory. As alluded by Taly el al., 2002, Transformationalleadership is all about empowering followers to develop themselves andimproving their performance beyond expectation. It has also been claimed by(William, L. K.
, et al. 1995. p.
331) that “transformational leaders havecharismatic leadership behavior whereby they attempt to inspire their followersin return to faith and respect. They also have a clear sense of mission thatthey attempt to convey to their followers. It is further evidence that suchleaders also tend to have superior debating skills, technical expertise andpersuasive skills.” As stated by (Doyle & Smith 2009) While Gandhi ishighly inspirational transformational leader, Hitler is best example ofCharismatic leader. The purpose of this paper is to discuss and present withsome examples that transformational leadership has place an over emphasis oncharisma and personality. Transformational leadership:Transformational leadership isleadership panache which is centered on four behaviors commonly known as the4Is. They are Idealized Influence, Inspiration Motivation, IntellectualSimulation, Individualized consideration (Bass& Riggio.
2006). Typically the first two behaviors are charismaticbehaviors (Mandell & Pherwani, 2003) whereby a leader instigate his/herfollowers to the degree that they reach a high level of faith that without himor her an organization can’t moveany step forward. Bass, 1995 frazzled that, charisma is a necessarycomponent of the transformational leadership; he mentioned further, that aleader can be charismatic without being transformational. In their study ofcharismatic leadership (Conger, et al. 1988.p.6), “they concluded that, thedevelopment of charismatic leadership is assumed to be a transformationalleadership process and transformational leaders are assumed to be charismaticas well as intellectual stimulating, inspirational and so forth.
.. purecharismatic has attracted followers’ attention, convinced them of the merits ofhis or her vision, and established a strong following”.
At the top level ofcharismatic leadership, a leader is seen as demonstrating or addressing theindividual needs of followers (treating followers on a one-to-one basis) andthey inspire followers to look at old problems in new ways through rationalstimulation. It has been pondered that transformational leader will elevatehis/her followers to a higher level of accomplishment by his/her inspirationmotivation; moreover followers will strive to organization needs in expense oftheir own needs. (Burns, 1978 as cited by Tucker & Russell, 2004) Charismatic and Transformational LeaderIt is important tounderstand the different leadership frameworks and styles. No one style ofleadership fits all situations.
There is also continued debate in thedistinction between the two approaches. The collective ground for bothcharismatic and transformational leadership theories is the ability of bothapproach to influence followers and effect change in the organization or group.The influence processes used by both are different.
Once this is clearlyunderstood, the leader can adapt his or her approach to fit the existingsituation. The two leadership approaches exhibit interactions between theleader and follower; all the conditions are not required to be met, and ittakes time for such relationships to develop. There are many behaviors that appearapplicable for both types of leadership. There is significant obscurity aboutthe crucial behaviors for charismatic and transformational leadership. Butthere are some obvious variances in the configuration of behavior connectedwith each kind of leadership.
In a pursuit to achieve important objectives, atransformational leader is more likely to take actions that will empowerfollowers and make them associates. A charismatic leader seems more likely to accentuatethe need for drastic change that can only be accomplished if followers puttheir belief in the leader’s exceptional expertise. There is a wild possibilityto portray similar behaviour at the same time as discordant aspects of the corebehaviors for transformational and charismatic leadership may make it erraticfor both types of leadership to take place at once.
Transformationaland charismatic leadership theories scope is parallel and attuned. Some theoristscurtail the differences between transformational and charismatic leadership(e.g.
, House & Shamir, 1993). Leadership researchers interpret transformationaland charismatic leadership as individual but moderately overlapping courses.Bass (1985) projected that charisma is a basic element of transformationalleadership, but he noted that a leader can be charismatic without beingtransformational and vice versa. Exampleof Transformational leader: Not everyone can be a transformational leader. Mostpeople believe strongly in their convictions and values or are even afraid tochange. People who inspire change and motivate even those who seem to beunchangeable are transformational leaders.Values are important for people and they often consider theirvalues and ethics as an integral part of who they are.
Transformationalleadership has to do with these values and ethics as well as emotions andstandards in passionate and powerful ways. When I ponder of transformational leaders I think of Gandhi. Gandhi was anincredible man and role model to many people.
At the time Gandhi was alive,India was in a civil disaster. Great Britain had rule over India and treatedthe Indian people like slaves. To bring attention to India and it’s problems heused non-violent methods.
He believed himself to be a rebel for a just cause. Crisisis a situational characteristic of transformational leadership. If there is nocrisis, there isn’t any need for change or transformation. Gandhi was the onewho was the leader of that change that India needed.
Gandhi brought an entire country (India) outfrom under the rule of another (Great Britain). Gandhi as transformationalleader helped them achieve this freedom as definitely, the citizens of India atthe time did not expect to ever be able to have freedom from the British. He certainlyhas personalized leadership skills as he could talk to a crowd of people andeach member felt as if he was speaking directly to them. He bonded with them onone to one basis and was compassionate even to his enemies.
Readiness to be amartyr is a sort of selflessness used by transformational leaders to buildtrust with their followers and Gandhi was more than willing to up for the causeof equality and freedom.