2. 
As an idea, transformational leadership was first mentioned in
1973,in the sociological study conducted by the author
“Downton, J.V”.

After that ,“James McGregor” used the term transformational
leadership in his book “Leadership” (1978).

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.

One year later (1986)“Noel M. Tichy” and “Marry Anne
Devanna” published a book under the title “The Transformational
Leadership”.

3.  A process
that changes and transforms people. It is
concerned with emotions, values, ethics, standards and
long term goals and includes assessing followers
motives, satisfying their needs, and treating them as full
human beings.
 Incorporates
charismatic and visionary leadership and
though the leader plays a pivotal role in precipitation
change, followers and leaders are inextricably bound
together in the transformation process.
 The
process whereby a person engages with others and
creates a connection that raises the level of motivation
and morality in both the leader and the follower.

4.  Motivates
followers to do more than expected by:
• Raising followers’ level of consciousness about the
importance and value of goals.
• Getting followers to transcend their own self-
interest for the good of the team or organization.
• Moving followers to address higher level needs.

5. influence – Leaders who act as strong role
models for followers.
 Idealized
motivation – Leaders who
communicate high expectations, inspiring them to
become committed to organizational goals.
 Inspirational
stimulation – Leaders who stimulate
followers to be creative and innovative.
 Intellectual
consideration – Leaders who provide
a supportive climate in which they listen to needs of
followers.
 Individualized

6. Leader is attentive to the needs
and motives of followers and tries
to help followers reach their
fullest potential.
Mohandas Gandhi – raised
the hopes and demands of
millions of his people and in
the process was changed
himself.
TRANSFORMATIONAL
Process of
engaging with others
to create a connection
that increases
motivation
and morality in both the
leader and the follower

7. Org. example - A manager attempts to change his/her
company’s corporate values to reflect a more human
standard of fairness & justice – In the process both manager
& followers may emerge with a stronger & higher set of moral
values.

8.  Charisma
• A special personality characteristic that gives a person
superhuman or exceptional powers and is reserved for
a few, is of divine origin, and results in the person
being treated as a leader.
• Charismatic leaders act in unique ways that have
specific charismatic effects on their followers.

10.  Transformational
leaders set out to empower
followers and nurture them to change.
 They
become strong role models for their followers.
 They
create a vision.
 They
act as change agents who initiate and implement
new directions.
 They
act as social architects.

11. 
Widely researched from many different perspectives.

It has intuitive appeal as a concept.

It treats leadership as a process between leaders and
followers.

It offers an expanded picture of leadership. Most other
models are transactional.

It has a strong emphasis on followers’ needs, values, and
morals.

It has substantial evidence of being effective.

12. 
Lacks conceptual clarity.

The measurement scale does not always distinguish
clearly among factors.

It is a trait theory rather than a behavioral theory.

Tends to be elitist and antidemocratic.

Has a heroic leadership bias.

May not work on all levels of the organization.

Has the potential to be abused.

13.  Provides
a broad set of generalizations about what is
typical of transforming leaders.
 The
Multifactor Leadership Questionnaire can be used
in training programs to identify leadership strengths
and weaknesses.
 Many
training programs focus on creating a vision.