Idealized Influence – The transformational leaders serves as a role model for followers. Because followers trust and respect the leader, they emulate the leader and internalize his or her ideals.
The four components deal with a close relationship between leaders and follower. The criticisms of the 4 components were that they were personalised, and demanded the capabilities of experienced senior managers. TL seemed to be out of reach for new or inexperienced leaders and thus was criticised as an elitist theory, relevant only to the selected few that may possibly be able to implement its strategy. Bass and Riggio (2006) “Critics perceive transformational leadership as elitist and anti democratic” (Pg11). This also brings into question on the limits of the application of TL as these so called elite will not be in the majority.
The biggest criticisms of all regarding TL comes from the “dark side” or the pseudotransformational aspect that is concerned with this theory. Bass and Riggio (2006) “pseudotransformational leaders believe in distorted utilitarian and warped moral principles” (pg14). TL does not discriminate and is applicable by both authentic and inauthentic leaders. This means an authentic leader such as Steve Jobs of Apple can