While there are various leadership styles such as “authentic, spiritual, servant, and adaptive leadership” (Northouse, 2016, p.4 & p. 5), transformational leadership has gained much attentions as the most effective leadership style which increases well-being of subordinates (Hildernbrand, Sacramento, & Binnewies, 2016, p.1). Hildernbrand et al (2016) states that transformational leadership “has fulfilled its promise of ‘performance beyond expectations’ through being repeatedly linked to increased job performance (p. 1). Then, what is transformational leadership? According to Felfe and Schyns (2006), “transformational leadership is defined as a set of behaviors including idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration that transform followers’ needs and expectations to a higher level” (p. 709). When we talk about the styles of leadership, it is the perceptions of subordinates about their leaders. In other words, how suboridantes perceive their leaders and accept them. So, it is important to consider the roll of subordinates when we talk about the effect of leadership. Northouse (2016) states that “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (p. 6). The process is activated by interactions between leaders and their subordinates. As people’s interactions are influenced by the personalities of the people who interact, the interactions between leaders and subordinates must be influenced by the characteristics of both leaders and subordinates. In this blog, the characteristics of transformational leaders and that of their subordinates are examined through several empirical studies as well as the effects from the interactions.
First, let us look into the positive effect of transformational leadership. According to Hildernbrand et al (2016), under the transformational leaders, subordinates gain benefits of increased well-being psychologically and physically. Braun, Peus, Weisweiler, and Frey (2012) state transformational leadership is “related positively to job satisfaction in numerous investigations” because it recognizes and responds to the “abilities, aspirations, and needs” of subordinates (p. 272). Transformational leadership provides intellectual stimulation, development of subordinates’ ability, and personal recognition while pursuing the common goals of a group as well as subordinates’ personal goals. In addition, the positive relationship between transformational leadership and teams are empirically demonstrated (Braun et al, 2012). The key to the positive relationship between transformation leaders and their subordinates is that leaders foster the environment in which the subordinates can feel that they are equally important in the team and they can trust their leaders as well as their team members (Braun et al, 2012, p. 272 & p.273).
Northouse (2016) states that “the trait perspective suggest that certain individuals have special innate or inborn characteristics or qualities that make them leaders” (p. 7). According to Judge and Bono, charismatic leaders are higher in extraversion and openness among the Big Five dimensions, and per Judge et al, extraversion is the most correlated dimension of leadership (as cited in Felfe & Schyns, 2006). Charismatic leadership and transformational leadership have shown “theoretical similarity and empirical overlap”, and “extraversion and OSE [occupational self-efficacy] are positively related with the perception of transformational leadership” (Felfe & Schyns, 2006, p. 709 & p. 726). The study conducted by Felfe and Schyns (2006) found that there are similarities in their personal traits between leaders and followers.
The similarity of their traits and the positive effect are explained:
Extraversion is related to positively to acceptance. Thus, extraversion seems to be an important follower characteristic that determines perception and acceptance of leaders; that is, extraverts are more likely to perceive transformational leadership and, in general, to accept a leader” (Felfe & Schyns, 2006, p. 728).
Keller (1999) explains why similarity is preferred; similarity is preferred for attraction, and “positive self-illusions are projected onto persons who are similar to the self” (as cited in Felfe & Schyns, 2006, p. 713). In addition, Felfe and Schyns (2006) state that when followers’ need for autonomy and growth-need strength are high, the effectiveness of transformational leadership increases followers’ satisfaction compare to when followers’ need for autonomy and growth-need is low. While transformational leaders provide an environment to promote followers’ growth by setting ambitious goals for them and providing intellectual stimulation, if demands for followers get higher, followers with high OSE can exhibit more cope with these demands than followers with low OSE (Felfe & Schyns, 2006). According to Ehrhart and Klein (2001), “followers with a high need for participation preferred charismatic leaders” (as cited in Felfe & Schyns, 2006, p. 716).
The study of Hildenbrand et al (2016) also demonstrated that followers with medium and high in openness to experience (OTE) showed “increased thriving and consequently reduced burnout” under transformational leadership while the same effect was not observed for low OTE followers (p. 7). Hildenbrand et al (2016) explain OTE as the “personality trait most relevant to learning” (p. 4), and thriving is characterized by “learning and vitality” (p.8). While no adverse effects were observed, transformational leaders should not overwhelm low OTE followers by posing the same challenging goals given to high OTE followers (Hildernbrand et al, 2016, p. 9). Hildernbrant et al (2016) suggest that transformational leaders could gradually increase the degree of challenge for low OTE employees.
It all goes back to the statement by Northouse (2016): “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (p. 6). Hildenbrand et al (2016), Felfe and Schyns (2006) suggest careful consideration of bidirectional interactions between transformational leaders and their followers. Felfe and Schyns (2006) recommend organization to consider leader’s evaluation by followers as the starting point to strategize how leaders can interact with their followers in accordance with the personalities of the followers (p. 731). Hidenbrand et al (2016) also recommend transformational leaders to “take followers’ preferences into account when allocating tasks” and suggest that “OET can be increased through interventions” (p. 9). Those studies suggest that great attentions should be paid to the selection of leaders, team structure, careful interpretation of leaders’ evaluation by followers, and the training of leaders for optimally effective transformational leadership.
References
Braun, S. Peus, C. Weisweiler, S. & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24. 270-283. http://www.sciencedirect.com.ezaccess.libraries.psu.edu/science/article/pii/S1048984312001075
Felfe, J. & Schyns, B. (2006). Personality and the perception of transformational leadership: The impact of extraversion, neuroticism, personal need for structure, and occupational self-efficacy. Journal of Applied Social Psychology, 2006, 36, 3, pp. 708-739. http://onlinelibrary.wiley.com.ezaccess.libraries.psu.edu/doi/10.1111/j.0021-9029.2006.00026.x/abstract
Hildenbrand, K. Sacramento, C.A., & Binnewies, C. (2016, September 15). Transformational leadership and burnout: The role of thriving and followers’ openness to experience. Journal of Occupational Health Psychology. Advance online publication. Journal of Occupational Health Psychology. Advance online publication. http://dx.doi.org/10.1037/ocp0000051
Nothouse, P.G. (2016). Leadership: Theory and Practice, Seventh Edition. Thousand Oaks, CA: Sage Publications, Inc.
aud39 says
This is the first time I’ve heard of the term transformational leadership, however these traits are how I define an effective leader. I like that this definition of a leader is less about the leader themselves and more about the effect they have on their subordinates. It is not just that the leader makes good decisions or provides good strategies, it’s that they make those around them better. They are supportive and encourage personal growth.
Charisma and sociability can only go so far. Fostering improvement in others is a rare ability. It takes an understanding, and willingness to listen and learn, and the desire to see others succeed. These traits make a transformational leader.