TRANSFORMATIONAL LEADERSHIP

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According to Sullivan & Decker (1997), the transformational leader is not concerned with the status quo, rather with “effecting revolutionary change in organizations and human service” (as cited in Trott & Windsor, 1999).  Bass (1996) defined transformational leadership as the ability of a leader to motivate employees to surpass their own individual aspirations for the greater good of the organization. Burns (1978) depicted the transformational leader as a morally responsible manager who focuses on developing the moral maturity, values, and standards of his or her subordinates and strengthening their devotion to serve the well-being of others, their organization, and society beyond self-interest (as cited in Olsen & Johnsen, 2006). Lowe, Kroeck, & Sivasubramaniam (1996) described the transformational leader as being pioneering and less likely to support the current situation, seeking opportunities in the face of risk, and attempting to mold and create rather than react to environmental conditions (as cited in van Eeden, et al, 2008).  Van Eeden, et al (2008) added that a transformational leader is one who conveys a vision to inspire others, sets long-term goals and emphasizes social and interpersonal skills. The transforming leader looks for potential motives in employees, seeks to satisfy their needs and engages the full person of the follower. Jogulu & Wood (2007) insinuated transformational leadership involves establishing oneself as a role model by gaining the trust and confidence of employees and to develop their staff by sanctioning and guiding them to excel beyond the organizational day-to-day obligations.

A transformational leader could be categorized as a visionary, a futurist or a mechanism for change that assumes a proactive approach to management (Murphy, 2005).

Bolden et al (2003) posed change as the key focus for transformational leadership (as cited in Taylor, 2009). Sofarelli & Brown (1998) suggested that a transformational leader must possess high self-esteem, self-regard and self-awareness to effectively transform organizations and employees (as cited in Murphy, 2005).  Taylor (2009) described the following fundamental features of transformational leadership: build a shared vision, see the big picture and deal with convoluted issues, test thinking analytically, encourage involvement and motivation, share information and enable trust through team working, recognize contributions and celebrate accomplishments, create opportunities for incessant learning and support people’s growth, including own;  adaptable and able to deal with unexpected issues, role model through behaviors and goal setting, and network effectively (McNichol 2006, Shaw 2007). 

            Transformational leadership is based on four primary dynamics to influence the behaviors and attitudes of others:  idealized influence (“charisma”), inspirational motivation, intellectual stimulation, and individualized consideration (Ruggieri, 2009, McGuire & Kennerly, 2006).   

Bass (1985) regarded the charismatic component as idealized influence.  Idealized influence implies the employees imitate their leader’s behavior and values and are committed to and make sacrifices for the leader’s vision (as cited in van Eeden, et al, 2008).

In order for a leader to have idealized influence, an employee must be able to see that the leader is unfailing in word or deed and they actually stand for something they aspire to do and inspire their employees toward the same goal (Murphy & Drodge, 2004).  Leaders with these attributes are highly admired, respected, trusted, and have a high level of self-confidence, self-esteem, and self- determination. They are usually regarded as role models and demonstrate high standards of ethical and moral conduct (Chan & Chan, 2005).

Chan & Chan (2005) described inspirational motivation as the ability of leaders who can stimulate and inspire employees and colleagues by building self-assurance, filling and arousing enthusiasm and determination in the group. In general, this is the method of inspiring their vision and encouraging employees to implement it for the future growth of the organization.  This type of leader provides symbols, metaphors, and simplified emotional appeals to increase awareness and understanding of mutually desired goals (Bass and Avolio, 1997).  Murphy & Drodge (2003) pointed out that communicating the vision to everyone and reiterating it often was the key ingredient of inspirational motivation.

Bass et al (1987) describes intellectual stimulation as encouraging employees to think of creative ways to solve old problems, examining their own values and beliefs, and when suitable, those of their leader (as cited in Deluga, 1990).  As a result, the employees can extend themselves with capabilities of discovering, examining, and resolving problems with a more liberated thought in order to survive rapidly changing organizational environments (Deluga, 1990).  Curtin (1995) confirmed this by suggesting that employees welcome new experiences as long as they are not intimidated.  Employees want to be included in the decision-making process and know that their views are valued and desired.

Webb (2007) described individual consideration as the need employees have for personal appreciation and the need to acknowledge the unique strengths and skills of each employee in an organization.  Chan & Chan (2005) agreed and believed if leaders acted as coaches or mentors, and gave particular attention to individual employees’ needs for personal growth, advancement, and achievement it would foster mutual trust and effect a positive impact on satisfaction with the leaders, as well as overall productivity.  Murphy & Drodge (2003) claimed a vital aspect of individual consideration is assigning jobs to employees that offer opportunities to obtain enthusiasm for what they are doing and providing the necessary tools to accomplish it.

            The literature reviewed pointed out some benefits and drawbacks in using the transformational leadership style.  Taylor (2009) reasoned that transformational leaders place an emphasis on team building, and empowering and developing potential in order to reach long-term goals.  Thyer (2003) reported a transformational leader creates a collaborative learning environment, improves morale, embraces accountability and conflict resolution, proactive towards change management, ignites communication and supports empowerment.  These leaders also facilitate employees toward motivation and being involved in the vision they produce.  Webb (2007) noted an advantage of transformational leadership is having highly motivated and satisfied employees.  Montana & Charnov (1993) stated these employees displayed a decrease in occurrences of absenteeism and an escalation in production while on the job (as cited in Webb, 2007). In turn, Yukl (2003) claimed employees who distinguish their leader as caring for the interests of each individual worker, are likely to exhibit increased allegiance, confidence, and to have a stronger sense of emotional well-being. 

When these issues are present, leaders tend to preserve a higher level of prominence in the organization and the organization has a tendency for greater production (as cited in Webb, 2007). 

Silvestri (2007) added that transformational leaders have a capability of infusing a higher degree of passion into leadership by engaging employees and making them feel appreciated.  Murphy (2005) agreed and pointed out that transformational leaders could achieve this passion by motivating and energizing employees to pursue goals, visions and the empowering culture.  If transformational leaders are passionate about appreciating their employees this will provide them with opportunities to grow and develop (Silvestri, 2007).  Sheldon & Parker (1997) believe, if a leader effectively empowers employees, it develops an atmosphere of joint trust, increases job contentment, and promotes dedication to the organizational goals which culminates in the delivery of quality service (as cited in Murphy, 2005).  Bass (1990) reported that transformational leaders motivated employees to perform past their expectations (as cited in Adebayo, 2004).  Silvestri (2007) insisted that since the police organization culture is rank-oriented it presents significant limitations for those employees wishing to implement alternative, transformative ways of working that require more open and participatory forms of engagement and interaction with colleagues. The ability of the police organization to integrate a transformative style of working then becomes increasingly problematic.  Transformative leaders can be seen as being ineffectual and lenient.  Another problem seen by many researchers is the culture of police management demands speedy judgments and good decision makers; the transformational approach takes too long and is therefore alleged to be unsuccessful (Silvestri).  Sofarelli & Brown (1998) refuted the advantages of the transformational leadership style because it tends to interrupt a balanced and organized method of doing work (as cited in Murphy, 2005).

Wuestewald & Steinheider (2006) and Adebayo (2004) claimed the transformational leader can institute a vision that will move the organization toward the future and an authentic caring environment and procure employee support via idealized influence (charisma), inspirational motivation, intellectual stimulation and individualized consideration.  The use of transformational leadership is gaining momentum because it is directly in contention with the outdated autocratic unilateral style of leadership that has been forced on employees for many years (Murphy, 2005).  Bass (1990) argued that the doctrine of transformational leadership related to all organizational levels (as cited in Kane & Tremble, 2000).  Curtin (1995) stated the transformational leader:

Does not simply strike a fair bargain with people; he/she adds something more by calling them to a higher value, which in turn, increases their self-worth as they learn to value their own contributions to the accomplishment of a mission.

Burns (1978) contended that transformational leaders could lead their employees to a higher level of needs that was outlined in Maslow’s hierarchy of needs.  This was done by increasing the employee’s level of knowledge in achieving valued conclusions, a vision and the plan to accomplish these traits.  It also involved employees exceeding their own concerns for the sake of the team or organization and raising their awareness to enhance themselves and what they want to achieve (as cited in Chan & Chan, 2005).  This style of leadership can possibly turn employees into leaders and leaders into change agents (Spinelli, 2006).  Transformational leadership qualities are learned from leaders accepting their own mistakes (Murphy). Silvestri (2007) suggested that leaders using the transformational style of leadership not only affected their employees, but it spilled over into the community as well.   

  This was accomplished by having motivated officers that related better to the community they served.  Murphy & Drodge (2003) sum transformational leadership as follows: The key point here is that a police organisation’s explicit values must reflect the core values of the broader society which the organisation serves, and that police leaders must demonstrate the utmost respect for those values both personally and professionally to be truly transformational.