Transformational leadership theory aims to inspire followers to accomplish more than expected by raising morale and motivating followers to consider group goals over self-interest. The theory was first proposed in the 1970s and further developed by Bass in the 1980s, identifying four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transformational leadership can increase performance, job satisfaction, and develop future leaders compared to transactional leadership. However, it also lacks conceptual clarity and depends on the ability of leaders to demonstrate transformational behaviors.

2. Leadership Theories
Transformational leadership is a more humane leadership theory, as
compared to the militaristic transactional theory
It believes in inspiring employees to do great work through example
and the force of a leader's personality
People rise higher through positive motivation, than negative
motivation
It is a leadership theory which appeals to the higher need of an
individual in the Maslow's hierarchy of needs, which is self-actualization!

3. INTRODUCTION
O As an idea, transformational leadership was first
mentioned in 1973,in the sociological study conducted by
the author “Downton, J.V”.
O After that ,“James McGregor” used the term
transformational leadership in his book “Leadership”
(1978).
O In 1985, “Banard M. Bass” presented a formal
transformational leadership theory which ,in addition to
other things also includes the models and factors of
behavior.
O One year later (1986)“Noel M. Tichy” and “Marry Anne
Devanna” published a book under the title “The
Transformational Leadership”.

4. What is
TRANSFORMATIONAL LEADERSHIP?

5. Definition
TRANSFORMATIONAL LEADERSHIP
is a leadership style where one or more
persons engage with others in such a
way that leaders and followers raise
one another to higher levels of
motivation and morality

6. Definition
TRANSFORMATIONAL LEADERS
stimulate and inspire their followers to achieve
extraordinary outcomes and, in the process,
develop their followers’ own leadership capacity.
These leaders help followers to grow and develop
by responding to followers’ individual needs by
empowering them and aligning the objectives and
goals of the individual followers, the leader, the
group, and the larger organization
(Bass & Riggio, 2006).

7. A TRANSFORMATIONAL
LEADER’S GOAL
To inspire followers to
share the leaders’ values
and connect with the
leader’s vision

8. Assumptions
 The prime assumption is, that people will
willingly follow a leader who inspires
them
 The vision and passion of one man can
transform his followers and together they
can achieve great things
 Energy and enthusiasm are the tonics
that get things done

9. Transformational Leadership
- A Process -
 Process that changes and transforms
 Process that is concerned with the Emotions,
Values, Standards, Ethics, and Long Term
Goals
 A transformational leader motivates followers
to accomplish more than what is usually
expected
 The sum becomes more powerful than its
parts

10. 4 I's of Transformational Leadership
Idealized Influence
Leader serves as an ideal role model for followers and is admired for
this
Inspirational Motivation
Transformational leaders have the ability to inspire and motivate
followers
Individualized Consideration
Transformational leaders demonstrate genuine concern for the needs
and feelings of followers which brings out the best efforts from each
individual
Intellectual Stimulation
Transformational leaders challenges followers to be innovative and
creative

11. FOUR COMPONENTS OF
TRANSFORMATIONAL LEADERSHIP
OIdealized influence
OInspirational motivation
OIntellectual stimulation
OIndividualized consideration

12. Components of Transformational Leadership
Transitional Leadership
Inception of creative ideas
Clear understanding of current scenario
Pre-defined objectives and a clear road
map to achieve them
No self-serving motives
Focus approach on identified
objectives
Transactional Leadership
Planning and following process
oriented methodology
Building team and support
Identifying expertise in various fields
of work
challenges
Transformational
Leadership
Transparent Leadership
Congruence between leadership
and goal
Integrity in finances and in
information
Transcendent Leadership
Identifying future leader and team
Relinquishing control
Inspiring and motivating potential to
lead

13. Idealized influence
OIdeal role model
OHigh moral and ethical standards
OShow respect, attention, and
consideration towards followers
OConsider differences between followers
levels of abilities, ways of learning, and
approaches to work
OEncourages the followers
OUnderstanding personal feelings and
needs

14. Inspirational motivation
OAbility to inspire and motivate
followers
OProvides followers with challenges
and meaning for engaging in shared
goals and undertakings
OShow followers how their work
applies to real world
OBehave in an enthusiastic,
passionate and energetic way

15. Individualized consideration
OCoaching, mentoring, and growth
opportunities
OSelf-actualization, self-fulfillment, and
self-worth
OAttend to each follower's needs
OListen to the follower's concerns and
needs.

16. Intellectual stimulation
ORe-examine their assumptions about
their work and re-think how it can be
performed
OInnovative and creative
OHelps followers see the big picture and
how they connect to the leader,
organization, each other, and the goal.
OChallenge followers to come up with
new ideas
OAsk questions that make the followers
think

17. Transformational Leadership
Behaviors

18. Steps for Transformational Leadership
Developin
g Vision
• Starts with creating a vision
• Vision that is exciting and attract potential followers
Selling the
Vision
• Constantly sell the vision and build a strong network of high
potential
Road Map
• Transformation leaders have a clear vision
• Have a fair idea about the direction to move and want followers to move in
the same direction
• Ready to accept failures
Leading
the charge
• Transformation leaders remain in the fore-front during the action
• Always visible and stand up to be counted
• Bolster and infect the followers with commitment and enthusiasm

19. Competencies of a Transformational Leader
Continuous Personal
Development
• Wide Range of
Leadership Styles
• Personal Values,
Vision, & Goals
• Risk-taking & Courage
• Resilient & Resolute
Managing Information &
Knowledge
• Inquisitive Mind & Critical
Thinking To Apply Research
Findings
• Measures Performance
• Breakthrough
Technologies
& Networking
Transformation
Leadership
Competency
Mental Health Future
• Recovery-oriented
• Science ↔ Service
• Evidence-based Practices
• Elimination of Disparities
• Interagency Perspectives
• Consumer & Family-Relevant
Outcomes
Trans. Management
• Org. & System Shifts &
Learning
• Congregate Vision &
Innovation
• Strategic Alliances
• Mgmt. of Collaborative
Relationships
Business Acumen
• Financing Strategies
• Organizational Dynamics
• Human Resource Development
• Internal/External Radar
• Marketing & Branding
Process Toolkit
• Negotiation Skills
• Dispute & Conflict
Resolution
• Group Facilitation
• Concept Mapping,
Future Casting,
Lateral Thinking

20. James Macn Gregor Burns
(1978)
“Leaders and followers make each
other to advance to a higher level of
moral and motivation."
Through the strength of their vision and personality,
transformational leaders are able to inspire followers
to change expectations, perceptions, and
motivations to work towards common goals.

21. Burns was influenced by
Abraham Maslow’s Theory of Human Needs

22. BERNARD BASS
(1985)
He identified three ways in which leaders
transform followers:
• Increasing their awareness of task importance
and value.
• Getting them to focus first on team or
organizational goals, rather than their own
interests.
• Activating their higher-order needs.

23. How Does Transformational
Leadership Work?
OTransformational leaders set out to empower
followers and nurture them to change.
OThey become strong role models for their followers.
OThey create a vision.
OThey act as change agents who initiate and
implement new directions.
OThey act as social architects.

24. Application of
Transformational Leadership
 Provides ideas as to what a leader
should be in a transforming
environment
 Vision statements create discussion
 Can be used in recruitment,
selection and promotion, and
training and development

25. Effect of Transformation Leadership
on Organizational Structure
Solution
Clarification
Groups under
Transformation
al Leadership
Higher
Performanc
e
Extra Effort
Satisfaction
Supportive
Remarks
Original
Solutions

26. Effect of Transformation Leadership on
Organizational Structure
 Transformational leadership and organizational culture hold
the key to understanding organizational effectiveness
 Decisions taken by a manager are very important as they
affect a large number of people
 Thus the leadership skills of the manager have to be very
pronounced
 An organic, non-formalized organization with a larger span
of control are conducive for transformational leadership to
appear

27. Self Sacrifice and
Transformational Leadership
Leader
Effectivenes
s
Self
Sacrifice
Public Good
Cooperation
Extra Effort
Reciprocity
Belongingne
ss

28. Self Sacrifice and
Transformational Leadership
 Display of self sacrifice behaviors by leaders
enhances transformational leadership
 Transformational leaders have the ability to transform
self-interests of followers into collective interests
 They do so by enhancing salience of collective
identity in the self-concept of followers
 Followers of transformational leaders work towards
advancing overall mission of the group rather than
their own personal interests

29. Self Sacrifice and
Transformational Leadership
 Martin Luther King, Mahatma Gandhi, Mother Teresa
demonstrated a form of transformational leadership
that was based on values
 Without morally uplifting the followers, leadership
cannot be transforming
 They motivate followers to go beyond their self-interests
for the good of the group, organization, or
society
 Such actions mutually benefit both the organization/
society and the employees

30. Transformational Leadership in Schools
• To transform the value system of its students
• To enhance perception of oneness with others
Objective of Management
Education
• Self-oriented values like a comfortable life and pleasure becoming
more important
• Others-oriented values like being helpful and polite becoming less
important
Value system of MBA
students
• The corporate world interested in managers whose relative ordering
of values is just the reverse
• An MBA program that reduces the relative importance given to
values like being helpful and polite might find it difficult to market its
graduates to business organizations
Cause for concern
The findings of this study provide some preliminary evidence on the
changes in value systems that are caused by management
education. Self-oriented values become more important and
others-oriented values become less important

31. Benefits
 Widely researched intuitive appeal
 Focuses on the follower too
 Emphasis on followers’ needs, values, and
morals
 Enthusiastic work atmosphere
 Innovations
 Higher output and efficiency
 Develops future leaders
 People will work for leader even if monetary
compensation is less

32. Limitations
X Lacks conceptual clarity
X Validity of MLQ is questionable
X Fixed trait or malleable state
X Potentially elitist or antidemocratic
X Totally depends on ability of leader
X Leaders might lack the required
characteristics

33. Strengths
OWidely researched from many different
perspectives.
OIt has intuitive appeal as a concept.
OIt treats leadership as a process between leaders
and followers.
OIt offers an expanded picture of leadership. Most
other models are transactional.
OIt has a strong emphasis on followers’ needs,
values, and morals.
OIt has substantial evidence of being effective.

34. Criticisms
OLacks conceptual clarity.
OThe measurement scale does not always
distinguish clearly among factors.
OIt is a trait theory rather than a behavioral
theory.
OTends to be elitist and antidemocratic.
OHas a heroic leadership bias.
OMay not work on all levels of the organization.
OHas the potential to be abused.

35. Conclusion
Lead and inspire people.
Don't try to manage and
manipulate people.
Inventories can be managed
but people must be lead.
--- Ross Perot

36. CONCLUSION