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Transformational Leadership A RAVEN saw a Swan and desired to secure for himself the same beautiful plumage. Supposing that the Swans splendid white color arose from his washing in the water in which he swam, the Raven left the altars in the neighborhood where he picked up his living, and took up residence in the lakes and pools. But cleansing his feathers as often as he would, e could not change their color, while through want of food he perished. Aesop's Fables The Moral of the Fable: To avoid the agony of failure, one must know what one can transform and what one cannot Transformational Leadership: What does it mean? The idea of Transformational Leadership was first coined by James McGregor Burns in 1978. It is, actually, consists of four main components: Idealized influence or charisma This component is difficult to identify.
A charismatic leader is a person with passion and specific vision. People are inspired by him and try to follow his example. Charisma is like beauty difficult to define. If the leadership is truly transformational, its charisma or idealized influence is characterized by high moral and ethical standards. (Homrig, n. p. ) Inspirational motivation; Transformational leaders need to be good psychologists to inspire people by their own example.
Its [transformational leaderships] inspirational motivation provides followers with challenges and meaning for engaging in shared goals and undertakings... (Homrig, n. p. ). Transformational leaders involve people in deliberating on goals and beliefs of the company. They use teams as a way to share power and recognize the work of people who have contributed to improvement.
Intellectual stimulation; Leaders change the traditional way people look at problems. Transformational leaders challenge the existing boundaries and the mental prisons people put themselves into (Johannsen, n. p. ). Intellectual stimulation helps people to question assumptions and to stimulate people to find new creative solutions to traditional problems. Individualized consideration. Individualized consideration treats each person as an individual.
This specific vision creates a picture of desired future. By creating this vision, the leader provides a means for people to develop commitment, a common goal around which to rally, and a way for people to feel successful. (Johannsen, n. p. ) Transformational leadership tries to achieve consensus in aligning individual and organizational interests (Homrig, n. p. ). The main goals of Transformational Leadership are as follows: Helping staff develop and maintain a collaborative, professional school culture Individuals, working as a team, often plant heir future actions together. They talk, observe and discuss problems.
Transformational leaders often try to do their best to involve the team of workers in collaborative goal setting. Sometimes transformational leaders share leadership with others by delegating power (Lean Balster, n. p. ) Fostering individual development When leaders give staff a role in solving non routine school improvement problems, they should make sure goals are explicit and ambitious but not unrealistic. Transformational leaders try to avoid manipulation, power abuse and deceit. Helping solve problems more effectively Transformational leadership stimulates people to find new ways of solving problems and put extra effort in what they are doing.
According to Leithwood, transformational leaders use practices primarily to help staff members work smarter, not harder. (Balster, n. p. ). Transformational leaders help people to develop better solutions. They encourage people to assist each other. Leithwood considers Transformational Leadership to be very effective. Moreover, he recognizes that: Transformational leadership practices have a sizable influence on teacher collaboration, and Significant relationships exist between aspects of transformational leadership and teachers' own reports of changes in both attitudes toward school improvement and altered instructional behavior (Leithwood, p. 8 - 12)...
Transformational leaders seek to transform the organization. People follow those who inspire them. Working for such a leader can be an unforgettable experience. Leadership is distinguished by appealing to the values of the follower by (Homrig, n. p. ). Transformational leaders involve reinforcement.
They accept the best decision under circumstances even if they need to sacrifice their own interests or interests of other people in organization. In conclusion I want to underline that Transformational leadership: Builds trust between the leaders and followers; Increases the understanding of what is right and important; Concentrates attention on what is fair and just; Is predicated less on positional authority and more on interdependent work relationships centered on common purposes (Homrig, n. p. ) Is moral but not moralistic; Obeys the rule of participatory decision-making; Expects innovative vision and thinking; Raises leaders and followers above self-interest In such a way, positive features of Transformational Leadership speak for themselves. Bibliography Murray Johannsen.
A Short Guide To Transformational Leadership Development. Retrieved September 17, 2005. web Lean Balster. (1992). Transformational Leadership.
ERIC Clearinghouse on Educational Management Eugene OR. Retrieved September 17, 2005. web Leithwood, K. (1992). "The Move Toward Transformational Leadership. " EDUCATIONAL LEADERSHIP 49, 5. Homrig, M. (1998). Transformational Leadership.
Retrieved September 15, 2005. web
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Research essay sample on Transformational Leadership N P
