One style of leadership that is exemplified by that very characteristic is transformational leadership<\/strong> \u2014 a concept we\u2019ll examine in this article.<\/p>\n\n\n\n Going forward, we\u2019ll talk about the:<\/p>\n\n\n\n On top of that, we\u2019ll also discuss some real-life examples of transformational leadership.<\/p>\n\n\n\n But first, let\u2019s start by defining transformational leadership as a practical management philosophy.<\/p>\n\n\n Transformational leadership is a management style that aims to change organizations and individuals alike<\/strong> through intrinsic motivation<\/strong>.<\/p>\n\n\n\n Basically, leaders are trying to get people personally invested in their work by making it more satisfying, fun, and rewarding, so that they\u2019re not working solely for the paycheck.<\/p>\n\n\n\n To achieve this transformation, leaders who practice this leadership style<\/strong> have to be: <\/p>\n\n\n\n Having a clear vision<\/strong> of what they want to achieve and taking steps to bring it to life<\/strong> makes their team members more engaged with their own work, too.<\/p>\n\n\n\n In other words, transformational leaders lead by example<\/strong>.<\/p>\n\n\n\n Of course, this brief overview of the transformational leadership style doesn\u2019t give us a greater context of its inception or a deeper understanding of its characteristics.<\/p>\n\n\n\n With that in mind, let\u2019s talk about the history of transformational leadership theory.<\/p>\n\n\n\n\n Improve collaboration and cut down on emails by moving your team communication to Pumble.<\/p>\n\n By all accounts, the person who came up with the term \u201ctransformational leadership\u201d <\/strong>was James V. Downton<\/strong>, a sociologist primarily known for his research on charismatic leadership, activism, and new religious movements.<\/p>\n\n\n\n A few years later, the concept was further developed by presidential biographer and leadership expert James MacGregor Burns<\/strong>.<\/p>\n\n\n\n In his 1978 book Leadership<\/em><\/a>, Burns defined transformational leadership<\/strong> as a process through which leaders and followers help each other ascend to \u201chigher levels of morality and motivation.\u201d<\/strong><\/p>\n\n\n\n In his words, leaders <\/strong>must<\/em><\/strong> engage their followers<\/strong> (or, in our case, employees):<\/p>\n\n\n\n \u201cThe function of leadership is to engage followers, not merely to activate them, to commingle needs and aspirations and goals in a common enterprise, and in the process to make better citizens of both leaders and followers.\u201d<\/em><\/p>\n<\/blockquote>\n\n\n\n Arguably, the more significant contribution that came from Burns\u2019 book was his comparison of 2 major approaches to leadership<\/strong> \u2014 transactional and transformational leadership. But, we\u2019ll talk more about the differences between these models later. <\/p>\n\n\n\n In any case, the researcher who left the biggest mark on the study of transformational leadership<\/strong> was leadership and organizational behavior expert Bernard M. Bass<\/strong>.<\/p>\n\n\n\n The fact that the study of this approach to leadership is often referred to as Bass\u2019 transformational leadership theory<\/strong> should tell you exactly how influential Bass\u2019 contributions were.<\/p>\n\n\n\n The book Transformational Leadership<\/em><\/a>, written by Bass and Ronald E. Riggio, represents a comprehensive overview of Bass\u2019 work on the matter.<\/p>\n\n\n\n Among other things, it also mentions the so-called 4 I\u2019s of transformational leadership<\/strong> Bass identified in 1985, which we\u2019ll soon discuss.<\/p>\n\n\n\n But, before we get to that, allow us to backtrack a bit.<\/p>\n\n\n\n At this point, we should note that the concept of transformational leadership originally emerged from the study of charismatic cult leaders.<\/p>\n\n\n\n Even though transformational leaders do also tend to be charismatic, the motivations behind these 2 types of personalities are noteworthy.<\/p>\n\n\n\n Unlike charismatic (cult) leaders<\/strong>, whose success is typically the result of manipulation and narcissism, transformational leaders are less interested in personal gains<\/strong> and more focused on their teams<\/strong>.<\/p>\n\n\n\n Transformational leaders don\u2019t seek praise<\/strong> \u2014 they have more altruistic motivations.<\/p>\n\n\n\n Specifically, their reward is seeing the fruits of their labor through their followers\u2019 development<\/strong>. In a corporate setting, their focus would be on their employees\u2019 professional<\/strong> growth.<\/p>\n\n\n\n Even so, these 2 types of leadership personalities are similar enough for an overlap to occur<\/strong>.<\/p>\n\n\n\n That is what led researchers to identify a <\/strong>pseudo-transformational leadership<\/strong><\/a> <\/strong>style that corresponds to that intersection.<\/p>\n\n\n\n Those who take this approach to leadership may seem<\/em><\/strong> to have a strong vision<\/strong> but are actually more interested in taking advantage of their followers<\/strong> through manipulation.<\/p>\n\n\n\n Having said that, we can move on to discussing the main elements of transformational leadership.<\/p>\n\n\n At this point, you already have some idea of the elements that constitute the transformational leadership style.<\/p>\n\n\n\n But, if you need more clarity, just consider the 4 I\u2019s of transformational leadership<\/strong>:<\/p>\n\n\n\n Going forward, we\u2019re going to elaborate on the characteristics of transformational leadership through this framework.<\/p>\n\n\n\n Foster open team communication in Pumble<\/a><\/p>\n\n\n\n According to Bass\u2019 book on transformational leadership, idealized influence is one of the core tenets of this management philosophy.<\/p>\n\n\n\n But what does that entail, exactly?<\/p>\n\n\n\n Well, in simple terms, it means that the leader represents a role model to their followers<\/strong>.<\/p>\n\n\n\n Transformational leaders are ethical, honest, and fair<\/strong>, on top of being charismatic and passionate<\/strong>.<\/p>\n\n\n\n Moreover, they are, as we have previously stressed, personally involved in their work. They\u2019re the primary driving force behind the project<\/strong> the team is working on.<\/p>\n\n\n\n This cocktail of characteristics leads people to have positive expectations<\/strong> of the leader, which makes them want to perform better \u2014 whether it is to emulate their leader or to impress them.<\/p>\n\n\n\n The second characteristic of transformational leadership is all about the leader\u2019s ability to communicate their vision and evoke a passionate response<\/strong> from their followers.<\/p>\n\n\n\n In other words, it\u2019s about providing motivation through inspirational communication<\/strong>.<\/p>\n\n\n\n Think of the kind of rousing speech a coach might deliver to their team before a big game \u2014 that\u2019s the kind of communication we\u2019re talking about.<\/p>\n\n\n\n Basically, a transformational leader should be able to:<\/p>\n\n\n\n As we learned from keynote speaker and professional training expert with over 25 years of experience Paul Bramson<\/a>, this element of transformational leadership is crucial for getting employees on board with any changes<\/strong> you wish to make:<\/p>\n\n\n\n \u201cTransformational leaders have a profound impact on their followers, inspiring them to exceed expectations, embrace change, and achieve extraordinary results.\u201d<\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n Of course, in addition to acting as a role model and a source of inspiration, transformational leaders also need to provide intellectual stimulation to their followers or employees.<\/p>\n\n\n\n At this point, it becomes evident that these 4 characteristics of transformational leadership are intertwined.<\/p>\n\n\n\n The followers\u2019 perception of the leader\u2019s traits and actions grants them idealized influence, which they use to provide inspirational motivation. That helps them open the door for the discussion of ideas,<\/strong> which provides intellectual stimulation to their followers.<\/p>\n\n\n\n In a way, it all hinges on the effective communication<\/a> of the leader\u2019s vision.<\/p>\n\n\n\n Having explained their vision, a transformational leader should be able to relinquish control and let their employees contribute their creative ideas.<\/p>\n\n\n\n In other words, they should be able to provide their followers with<\/strong>:<\/p>\n\n\n\n Of course, transformational leaders are aware that trusting their employees<\/strong> and letting them have more decision-making authority may lead to mistakes<\/strong> \u2014 but they do it anyway.<\/p>\n\n\n\n As a business psychologist, decision scientist, and executive leadership coach, Constance Dierickx, Ph.D.<\/a>, told us: transformational leaders don\u2019t focus on minor failures<\/strong>.<\/p>\n\n\n\n \u201cLeaders with whom I\u2019ve worked who I think of as transformational tend to say they are more empathetic as a result of accepting their own shortcomings and are also more willing to challenge people because they believe in the ability of people to learn and grow.\u201d<\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n Encouraging independence as well as accountability helps employees grow their professional skill set<\/strong>. And, after all, that is one of the primary goals of transformational leadership.<\/p>\n\n\n\n\n Discuss, share & collaborate with Pumble, a team communication app by CAKE.com.<\/p>\n\n The goal of any leader is to foster the spirit of teamwork and collaboration<\/a> in the workplace.<\/p>\n\n\n\n It should come as no surprise to learn that engaging employees on that level is a big part of transformational leadership, too.<\/p>\n\n\n\n However, transformational leaders have another crucial task to perform \u2014 getting each individual on their team to perform to the best of their ability<\/strong>.<\/p>\n\n\n\n That\u2019s where individualized consideration comes into play.<\/p>\n\n\n\n In simple terms, transformational leaders also take a special interest in the (personal and) professional development of their employees.<\/p>\n\n\n\n To do this, they should:<\/p>\n\n\n\n That last point is key, as it stresses the importance of knowing<\/em> one\u2019s team members and understanding how to prompt their professional development.<\/p>\n\n\n To sum up our examination of the characteristics of transformational leadership, we can say that this management philosophy has 3 major focal points<\/strong>:<\/p>\n\n\n\n When it comes to specific examples of transformational leadership, there are too many to list.<\/p>\n\n\n\n From John D. Rockefeller and Henry Ford to Jeff Bezos and Elon Musk, many famous leaders have found themselves referred to as transformational leaders.<\/p>\n\n\n\n But, for our purposes, we\u2019re going to focus on 4 examples: <\/p>\n\n\n\n Steve Jobs was arguably one of the most famous and successful leaders of his generation.<\/p>\n\n\n\n As we might imagine, the work that needed to be done to establish Apple as the tech giant it is today was, at its core, transformative.<\/p>\n\n\n\n Because of that, many researchers have used Jobs as the exemplar of transformational leadership<\/strong> over the years.<\/p>\n\n\n\n Some have even gone as far as to analyze the adjectives people used to describe Jobs at the time of his death in 2011 and cross-check them with common traits of transformational leaders.<\/p>\n\n\n\n The above-mentioned research found that Jobs was primarily described as innovative, creative, visionary, and passionate<\/strong>.<\/p>\n\n\n\n Though some reports also described him as \u201ctemperamental and secretive,\u201d his approach to leadership had a lot of overlap with the transformational style.<\/p>\n\n\n\n He may have even been aware of his transformational influence, if his own thoughts on leadership are any indication.<\/p>\n\n\n\n The quote below best exemplifies his transformational approach:<\/p>\n\n\n\n \u201cTechnology is nothing. What\u2019s important is that you have faith in people, that they\u2019re basically good and smart, and if you give them tools, they\u2019ll do wonderful things with them.\u201d<\/em><\/p>\n<\/blockquote>\n\n\n\n Though most people may not think of Meg Whitman\u2019s name in relation to transformational leadership, her leadership has indeed transformed many organizations we all know.<\/p>\n\n\n\n In the 1980s, Whitman served as the vice president of Strategic Planning in The Walt Disney Company<\/strong>, later going to DreamWorks<\/strong>, Procter & Gamble<\/strong>, and Hasbro<\/strong>. Her career then led her to serve as the CEO of eBay<\/strong> from 1998 to 2008, and then hold the same position at HP<\/strong> from 2011 to 2018.<\/p>\n\n\n\n Most recently, Whitman became the US ambassador to Kenya<\/strong>, which seems to be in line with her political ambitions.<\/p>\n\n\n\n In retrospect, it\u2019s clear that every twist in her career path led her to an environment in sore need of a change:<\/p>\n\n\n\n Yet, the most obvious hint at her transformational leadership style is shown in the way she talks about success and optimism:<\/p>\n\n\n\n \u201cSuccess happens when good people with good intentions cooperate and work together over a shared interest. Believing that people are basically good is what fuels most inspired individuals. Cynics and pessimists do not change the world.\u201d<\/em><\/p>\n<\/blockquote>\n\n\n\n\n
![\"Transformational](\"https:\/\/pumble.com\/blog\/wp-content\/uploads\/2023\/07\/Transformational-leadership-2-2.png\")
<\/figure>\n<\/div>\n\n\nWhat is transformational leadership?<\/h2>\n\n\n\n
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\n <\/picture>\n <\/div>\n<\/div>\n \n\n\n\nThe history of transformational leadership theory<\/h2>\n\n\n\n
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A note on charismatic leadership<\/h3>\n\n\n\n
![\"Transformational](\"https:\/\/pumble.com\/blog\/wp-content\/uploads\/2023\/07\/transformational-leadership-theory-timeline-min.png\")
<\/figure>\n<\/div>\n\n\nTransformational leadership characteristics<\/h2>\n\n\n\n
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Element #1: Idealized influence<\/h3>\n\n\n\n
Element #2: Inspirational motivation<\/h3>\n\n\n\n
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![\"Paul](\"https:\/\/pumble.com\/blog\/wp-content\/uploads\/2023\/07\/Paul-Bramson-min.jpg\")
<\/figure>\n<\/div>\n\n\n\nElement #3: Intellectual stimulation<\/h3>\n\n\n\n
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<\/figure>\n<\/div>\n\n\n\n![\"Illustration\"](\"https:\/\/pumble.com\/blog\/wp-content\/themes\/cake-blog\/theme\/images\/banners\/landing-1@2x.png)
\n <\/picture>\n <\/div>\n<\/div>\n \n\n\n\nElement #4: Individualized consideration<\/h3>\n\n\n\n
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Transformational leadership examples<\/h2>\n\n\n\n
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Example #1: Steve Jobs, CEO of Apple<\/h3>\n\n\n\n
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Example #2: Meg Whitman, former CEO of eBay, HP, and more<\/h3>\n\n\n\n
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Example #3: Nelson Mandela, the first President of South Africa<\/h3>\n\n\n\n