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Transformational Leadership & Ethical Values

Written by L. Freund

Paper category

Bachelor Thesis


Business Administration>Leadership




Bachelorarbeit: Transformational leadership This chapter describes the concept of transformational leadership and provides a description of the components of transformational leadership in the following chapters. 4.1 Definition: Transformational leadership Bass defines transformational leadership as ³(...) to inspire and motivate followers to achieve extraordinary results and develop their own leadership skills in the process. Transformational leaders respond to the needs of individual followers, empower them, and align the goals and objectives of individual followers, leaders, teams, and the larger organization to help followers grow and develop into leaders. ́50 This definition emphasizes the difference between transactional leadership and transformational leadership, because the leader/follower relationship in transactional leadership is mainly based on directional social exchanges, while transformational leadership aims to change the values ​​and motivations of followers. Therefore, Transformational leadership aims to create followers whose interests are prioritized over their personal interests. 51 The message behind transformational leadership can be described as "If we (the organization) succeed, your life is meaningful-our success is your success, so no effort is enough to achieve the organization's success. ́52 According to Bath It is said that in order to respond to changing needs, transformation is essential. His theory is based on the concept of follower transformation. Burns emphasized that leaders and followers must transform and surpass their own interests to improve performance. Next The table outlines the role of leaders in the concept of transformational leadership and shows which leadership resources described in 2.1 are used. From Figure 6, we can see that the function of transformational leadership is based on the source of leadership with reference to power. Through the use of reference power, transformational leaders can successfully target and develop the leader/follower relationship. Table 5 further emphasizes the main difference between transactional leadership and transformational leadership, because transactional leadership is based on the leader’s And the use of reward power without relying on reference power at all. The leader/follower relationship is influenced by the leader’s reference power, thus affecting the transformational leadership components, such as idealized influence and inspiration, intellectual stimulation, and personality Chemical considerations. 4.2 The components of transformational leadership As mentioned earlier, transformational leadership is based on changes in the values ​​of followers. Transformational leaders use the four components of transformational leadership described in the following table to shape and influence their relationships with subordinates. 4.3 Overview: The components of transformational leadership The following diagram outlines the concept of transformational leadership and what it contains Component. Figure 8 visualizes the concept of transformational leadership. Figure 8 shows that transformational leadership is based on the described components II, IM, IC, and IS. After discussing transformational leadership, the next chapter will compare the efficiency of transactional leadership and transformational leadership by using Bass’s comprehensive leadership model, and outline the impact of transformational leadership on subordinates’ performance. 4.4. The effectiveness of transformational leadership This section analyzes the effectiveness of transformational leadership. Bass's description of the full-scale leadership (FRL) model can integrate all described leadership styles into a qualitative model. Bass's FRL ± model is based on quantitative and qualitative research, because each component shown in the FRL model can be measured using a multi-factor leadership questionnaire (MLQ). MLQ can be regarded as a recognized tool for measuring the effectiveness and performance of transformational and transactional leadership. 4.5. Bass’s FRL Model Bass’s Omnidirectional Leadership (FRL) model integrates the four components of transformational leadership (II, IM, IS, IC) and the three components of transactional leadership (CR, MBE-A and MBE-P, LF). It aims to evaluate each leadership component in the effective/ineffective, passive/active, and frequency dimensions. The vertical dimension valid/invalid shows the effectiveness of the displayed leadership component. Further explanation of this term is given in 5.2 and 5.3. The horizontal dimension passive/active describes whether the leadership component depends on active or passive leadership behavior. Frequency in the third dimension represents how often leaders use personal leadership components. The range of use is shown by the length of the arrow connected to create the frequency distribution. The third dimension of the FRL model is the basic part of the FRL model because it reflects the Bass assumption that every leader must utilize every leadership component shown in the FRL model to some extent, because contextual influence requires the leader Adapt to the environment. Read Less