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Theories of Leadership: Transformational Leadership
Although other theories are effective in their own way, I find transformational leadership theory effective because of the approach leaders practicing such follow. Transformational leadership encourages change in individuals and social systems using a different approach from the transactional leadership theory. In its ideal form, transformational leadership can lead to value creation and positive change that will develop followers into leaders.
In this knowledge-oriented economy, leaders who can create new knowledge will contribute to the organization’s long-term success. With transformational leaders focusing on creating change through new knowledge, they are considered effective for their constant concern for process innovation and positive change. According to Hoon Song et al. (2012), transformational leadership increase work engagement through the employees, which seems to be a frill in a downturn economy.
My experience with a transformational leader was when my math teacher in high school changed my perception of math, which was not my favorite subject. With constant encouragement, I was able to like Math and eventually did better. I had a few sessions of tutoring, which allowed me to do the task on my own, which contributed to my confidence in My capability.
Although transformational leadership has been found effective, there are challenges within that make it difficult for leaders to keep driving change. For instance, employees may lose focus and experience potential burnout. At the same time, due to the conceptual nature of the leadership employed, missing the task focus is possible as some employees will need to guide others as they take on their assigned duties. Lastly, behaviors contained in transformational leadership can possibly increase emotional exhaustion for the leader as they tolerate and accommodate all employees. According to Lin et al. (2020), most transformational leaders experience emotional exhaustion due to their followers lacking conscientiousness or competence.
References
Hoon Song, J., Kolb, J. A., Hee Lee, U., & Kyoung Kim, H. (2012). Role Of Transformational Leadership In Effective Organizational Knowledge Creation Practices: Mediating Effects Of Employees’ Work Engagement. Human Resource Development Quarterly, 23(1), 65-101. https://doi.org/10.1002/hrdq.21120
Lin, C. P., Xian, J., Li, B., & Huang, H. (2020). Transformational Leadership And Employees’ Thriving At Work: The Mediating Roles Of Challenge-Hindrance Stressors. Frontiers in Psychology, 11, 1400. https://doi.org/10.3389/fpsyg.2020.01400
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