Transformational Leadership

fire Transformational Leadership Theory
Disciplines > Leadership >Leadership theories > Burns Transformational Leadership Theory
Assumptions |Description | tidings | See also
Assumptions
Association with a higher moral scene is motivating and will result in people pursuit a leader who promotes this.
Working collaboratively is better than working individually.
Description
Burns defined transformational leaders as a influence where leaders and followers engage in a mutual process of raising one another to higher levels of morality and motivation.
Transformational leaders hike the bar byappealing to higher ideals and set of followers. In doing so, they may model the values themselves and usecharismatic methods to attract people to the values and to the leader.
Burns view is that transformational leadership is more(prenominal) effective thantransactional leadership, where the appeal is to more selfish concerns. An appeal to neighborly values frankincense encourages people to collaborate, rather than working as individuals (and potentially competitively with one another).



He also views transformational leadership as an ongoing process rather than the discrete exchanges of the transactional approach.
Discussion
using social and spiritual values as a motivational lever is very powerful as they ar both(prenominal) hard to deny and also give people an uplift sense of being connected to a higher purpose, thus playing to the need for a sense of meaning andidentity.
Ideals are higher in Maslows Hierarchy, which does imply that lower concerns such as health and security must be reasonably skilful before people will pay serious oversight to the higher possibilities.
See also
Burns, J. M. (1978). Leadership. New York: Harper & Row
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