Chapter 8 informs about transformational leadership, which is currently one of the most popular approaches to management. Transformational theory places great emphasis on the charismatic and affective elements of leadership (Northouse, 2016). The emphasis of the concept is related to the development of intrinsic motivation and encouragement of followers. Transformational leadership involves adapting and understanding the inner motives of the team (Northouse, 2016). This leadership model compares favorably with other concepts as it emphasizes followers, while other approaches focus on the leader and their qualities. Transformational leadership is much broader than path-goal approach because it takes into account the internal characteristics of followers. The popularity of transformational theory is explained by its all-inclusiveness and the ability to find the optimal approach for each group of followers within the framework of one concept.
The theory of transformational leadership allows me to think about the most appropriate way to motivate followers not only to achieve results, but also to promote continuous professional and personal development. The disadvantage of the theory may be its excessive comprehensiveness and a wide set of criteria for determining the approach (Northouse, 2016). However, the theory is so applicable in relation to considering the capabilities of followers that this drawback does not prevent the concept from being universally recognized. Transformational leadership allows me to better understand my experience in terms of trying to influence the overall well-being of the group. Leading a group of students, I try to direct them not only to the joint result, but also to getting personal involvement in the process.
Transformational leadership is one of the most important type of management in educational organizations. Those leaders who know how to find an individual approach to motivate each student have the greatest approval. Despite the undeniable advantages of the theory of transformational leadership, its application in practice can be complicated by the vastness of the described skills and approaches. For a full-fledged leadership experience, it is necessary to delimit some of the complicated structures in order to facilitate their practical application.
The inventory in Chapter 8 inventory is a short list of multifactor survey for leaders. It measures attitudes towards specific aspects of transformational leadership and allows for an appreciation of the complexity and versatility of the approach. The main disadvantage of the presented inventory is the incomprehensibility of its practical application. According to my results presented in Appendix 1, I demonstrate the idealized influence (behaviors), individualized (consideration), and contingent reward features of this leadership theory. However, it is not clear whether this allows me to characterize my approach as transformational. It remains unknown for me how avoidant leadership styles can become a part of the motivational process. This approach has a right to exist within the framework of transformational leadership, but it is not clear whether it is significant to the inventory. Presumably, the mixed impression of the inventory comes from the fact that the chapter presents a brief excerpt from a large survey.
In conclusion, I agree with the results of the inventory in terms of having a positive view of transformational leadership. The ability to understand the multifaceted nature of the transformational approach is useful in the inventory. However, the truncated version of the survey and the lack of interpretation of the results are a significant drawback. After passing the test, my approach to leadership will not change, except that I will try to learn more about transformational leadership in order to fully understand all aspects of this popular concept.
Reference
Northouse, P. G. (2016). Leadership: Theory and practice. (7th ed.). SAGE Publications.
Appendix 1. Sample Items from the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short
Transformational Leadership Styles
- Idealized Influence (Attributes) – I go beyond self-interest for the good of the group – 3
- Idealized Influence (Behaviors) – I consider the moral and ethical consequences of decisions – 4
- Inspirational (Motivation) – I talk optimistically about the future – 2
- Intellectual (Stimulation) – I reexamine critical assumptions to question whether they are appropriate – 3
- Individualized (Consideration) – I help others to develop their strengths – 4
Transactional Leadership Styles
- Contingent Reward – I make clear what one can expect to receive when performance goals are achieved – 4
- Management by Exception: Active – I keep track of all mistakes – 1
Avoidant Leadership Styles
- Management by Exception: Passive – I wait for things to go wrong before taking action – 0 Laissez-Faire – I avoid making decisions – 2
- Results: Idealized Influence (Behaviors), Individualized (Consideration), Contingent Reward.