Transformational Leadership
Transformational leadership is believed to be superior and more effective than transactional leadership due to its effectiveness and satisfaction which motivates employees to work towards a common purpose and goals (Casimir, Waldman, Bartram and Yang, 2006). This form of leadership enables managers is articulate a vision to the employees and followers which also results from respect and admiration for the leader due to the display of intelligence, focus and concern for followers and employees (Bass, 1985). The theory of transformational leadership is based on the early work of Burns (1978) and later confirmed by research through its highly affirmative outcomes on followers and employees apparent through feelings of trust, admiration, loyalty and respect for their leader (Bass, 1985). Studies indicate that transformational leadership augments the levels of trust and satisfaction among followers which enables leaders to achieve maximum performance from employees through the development of skills and proficiency at the work place (Bass, 1985; Yammarino & Bass, 1990). For instance, in the same scenario of a call centre above, a transformational leader would interact with employees and devise a plan to meet the goals and objectives. The leader would take part in every aspect of the process and through wisdom and knowledge would educate and enlighten employees regarding the failures which could occur during the process. Through constant guidance and support, a transformational leader would be available for the team and all their problems, taking an active part through knowledge sharing and constant support which results in the development of trust and understanding among employees. Trust and confidence in the leader also enables employees to maximize their performance through the building of skills and proficiency of the workforce. Transformational leadership proves to be highly beneficial for employees because they believe their leaders to be sincerely concerned about their welfare and basic needs, including security at job and the working conditions (Kanter, 1983). Transformational leadership, thus, facilitates the development of faith through empowerment and encouragement with the help of leaders who enable employees to take independent decisions at Thus, trust and confidence among employees is a crucial positive outcome of transformational leadership. While transactional leadership is a passive form of leadership, transformational leadership enables leaders to play a more active and motivating role to their subordinates. Transformational leadership proves to be extremely positive in the development and continuous growth of trust among employees, due to credibility and integrity which managers display through their competency and ability to make good decisions (Kirkpatrick & Locke, 1991).. The development of trust proves to be a crucial factor in building employee confidence and inspires them to put in extra effort to achieve organizational goals and objectives through enhanced work performance which is clearly not the case in with transactional leaders (Casimir, Waldman, Bartram and Yang, 2006). (This is only a random and should strictly be used as a sample only. To view the complete paper, e-mail us at support@customtermpaper.org or click here)