Bass' TransformationalLeadership Theory

AssumptionsAwareness of task importance motivates people.
A focus on the team or organization produces betterwork.
People will follow a person who inspires them.
A person with visionand passion can achieve great things.
The way to get things done is by injecting enthusiasmand energy.
StyleWorking for a Transformational Leader can be awonderful and uplifting experience. They put passion and energy intoeverything. They care about you and want you to succeed.
DescriptionAccording to Bass, transformational leadershipencompasses several different aspects, including:

●  Emphasizing intrinsic motivation and positivedevelopment of followers

●  Raising awareness of moral standards
●  Highlighting important priorities
●  Fostering higher moral maturity in followers

●  Creating an ethical climate (share values, high ethicalstandards)

●  Encouraging followers to look beyond self-interests tothe common good

●  Promoting cooperation and harmony
●  Using authentic, consistent means
●  Using persuasive appeals based on reason

●  Providing individual coaching and mentoring forfollowers

●  Appealing to the ideals of followers
●  Allowing freedom of choice for followers


Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect thetransformational leader.
Transformational leaders are described to hold positiveexpectations for followers, believing that they can do their best.
As a result, they inspire, empower, and stimulatefollowers to exceed normal levels of performance.
Transformational leaders also focus on and care aboutfollowers and their personal needs and development.
Transformational leaders fit well in leading andworking with complex work groups and organizations, where beyond seeking aninspirational leader to help guide them through an uncertain environment,followers are also challenged and feel empowered; this nurtures them intobecoming loyal, high performers.
He identified three ways in which leaders transformfollowers:

·     Increasing their awareness of task importance and value.

·     Getting them to focus first on team or organizational goals,rather than their own interests.

·     Activating their higher-order needs.

Charisma is seen as necessary, but not sufficient, for examplein the way that charismatic movie stars may not make good leaders. Two keycharismatic effects that transformational leaders achieve is to evoke strongemotions and to cause identification of the followers with the leader. This maybe through stirring appeals. It may also may occur through quieter methods suchas coaching and mentoring.

There are 4 components to transformational leadership, sometimes referred to as the 4 I's:
Idealized Influence (II) - the leader serves as an ideal rolemodel for followers; the leader "walks the talk," and is admired forthis.
Inspirational Motivation (IM) - Transformationalleaders have the ability to inspire and motivate followers. Combined thesefirst two I's are what constitute the transformational leader's charisma.
Individualized Consideration (IC) - Transformationalleaders demonstrate genuine concern for the needs and feelings of followers.This personal attention to each follower is a key element in bringing out theirvery best efforts.
Intellectual Stimulation (IS) - the leaderchallenges followers to be innovative and creative. A common misunderstandingis that transformational leaders are "soft," but the truth is thatthey constantly challenge followers to higher levels of performance.

Three moral aspects:

·     The moral character of theleader.

·     The ethical values embedded inthe leader’s vision, articulation, and program (which followers either embraceor reject).

·     The morality of the processesof social ethical choice and action that leaders and followers engage in andcollectively pursue.