The document discusses transformational leadership. It defines transformational leadership as a style that identifies needed change, creates a vision to guide change through inspiration, and executes change with group commitment. It outlines the four elements of transformational leadership: individual influence, inspiration, intellectual stimulation, and individualized consideration. The document also discusses the history of transformational leadership theory and applying its approach.

3.  1. Farhan Ahmad
 2. Lubna Saeed
 3. Babar Ali
 4. Ahsan Khan
 5. Maria Ahmad .

4. 1. Transformational leadership history &
definition with explanation .
2. Four elements of transformational leadership
3. Applying transformational leadership
4. Merits and demerits of Transformational
leadership
5. Conclusion

6.  The term transformation leadership was coined by sociologist
“JAMES V .DOWNTON” in 1973 . Leadership expert James burns
define transformational leaders as those who seek to change
existing thoughts , techniques and goal for better result and the
good . Burns also described transformational leaders as those
focus on the essential needs of the followers .

7.  Definition :
Style of leadership in which the leader identifies the needed
change, creates a vision to guide the change through inspiration,
and executes the change with the commitment of the members of
the group.
Tranfermarional leadership occurs when one or more persons engage
with others in such a way that leader and followers raise one another
to higher levels of motivation and morality .

8. INDIVIDUAL INFLUENCE:
Transformational leaders are
capable of transmitting a
message to each individual
person in their team.
They spread enthusiasm and
integrity, acting as a role model.
They are really good at setting
real life examples which make
people identify with them.
INSPIRATION:
These leaders are capable of
leveraging the meaning of goals
and tasks.
They inspire emotionally,
touching the deepest inside of the
people in their team.
They give the meaning of
achieving goals, explaining the
personal reasons to achieve them,
not just because it is required by
the organization

9. 3. INTELLECTUAL
STIMULATION:
It is also known as capacity to
challenge their people.
They question their old ways of
doing things, imparting new
perspectives.
They are auto critic, making their
followers understand that they
are all at the same level and
transmitting that success depends
on each and every individual.
4. Individual treatment:
Contrary to what managers
usually do, transformational
leaders develop each employee
individually , with full
credibility.
They understand their employees
needs and they truly care about
them.
They give to their followers the
importance that they deserves.

10.  Transformational leadership covers a wide
range of aspects within leadership, there are no
specific steps for a manager to follow
 Becoming an effective transformational leader
is an iterative process
 This mean that conscious effort must be made
to adopt a transformational style
 Understanding the basics of transformational
leadership and four Is can help a manager
apply this approach

11.  According to northouse (2001), a transformational
leader must have the following qualities:
 Empowers followers to do what is best for
organization
 A strong role model with high values
 Listens to all viewpoints to develop a spirit of
cooperation
 Creates a vision, using people in the organization
 Act as a change agent within the organization by
setting an example of how to initiate and
implement change

12.  Transformational leadership works well in
organizations where change is needed.
 Transformational leadership is not the right fit
for new organizations where no structure exist.
 Transformational leadership merits :
 Excellent at communicating new ideas.
 Good at balancing short-term vision and long-term
goals
 Experience building strong coalitions and
establishing mutual trust

13.  They have integrity and high emotional
intelligence (empathy with others)
 Transactional leadership demerits:
 Ineffective in initial stage or ad-hoc situations
 Require an existing structure to fix
 Bad fit in bureaucratic structures

14.  Ttransformational leadership is a vital role for
effective managers because leaders
effectiveness determines the ultimate success
of the organization
 According to hessel-bein and Cohen (1999,p.
263), organizations that take the time to teach
leadership are far ahead of the competition
 By becoming familiar with the
transformational leadership approach and
combining the four Is, managers can engage as
effective leaders in the business world

15.  Transformational leadership can be applied in
one-on-one or group situation
 Using this approach, the leader and the
followers are “transformed” to enhance
individual job performance and as a group
help the organization be more productive and
successful