Transformational Leadership

Paper Summary:

This paper attempts to look for similarities in the large body of literature on transformational leadership and arrive at a notion of the transformational leader that can be generally applied to most any setting. The author of the paper hopes that this examination will help to organize the general body of research in the area, providing managers with a more cohesive general model. The review begins with a brief delineation of the initial model of transformational leadership proposed by Burns (1978)and expanded upon by Bass (1986). It then goes on to examine more contemporary articulations of this type of leadership. The review ends by delineating a basic definition of transformational leadership that is applicable to most settings. The paper includes a comprehensive list of all the literature on the topic.

From the Paper:

"Burns (1978) characterized transformational leadership as dynamic in the sense that leaders threw themselves into a relationship with followers who feel 'elevated' by it and often become more active themselves, thereby creating new cadres of leaders. In general, then, transformational leaders interacted within a webwork of evolving interrelationships in which they continuously evoked motivational responses from followers and modified their behavior when they met responsiveness or resistance---- a ceaseless process of flow and
counterflow."

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