Bass's Transformational Leadership Theory

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Transformational leadership theory was further developed by Bass in 1985. Bass developed his doctrine of transformational leadership based on the preliminary results obtained in a survey of 198 military officers in The United States, who was required to evaluate their supervisors through the “Multifactor Leadership Questionnaire Form 1” (Bass, Waldman, & Avolio, 1987). Bass's doctrine originated in the Burns empirical investigation (1978), which found that leadership can be understood in terms of both transformational and transactional processes (Bass, Waldman, & Avolio, 1987). Bass (1985) defined transformational leadership as a motivator for employees to work more than their original expectations. Transformational leaders expand and enhance …show more content…
Leaders inspire the strength and pride of their employees by directing them toward the mutual benefit of the team more than their personal one. An employee views the leader as a role model and wants to model the leader. Leaders share risks with employees and are more determined than autocrats. Leaders can be trusted to do the right thing and express high standards of ethical and moral conduct. The leader avoids to use the power for personal purposes and only in case of necessity (Bass, 1994).
Inspirational motivation: Leaders behave in a motivational and inspirational way by providing meaning and challenge of work to employees. Team spirit is awakened, and the enthusiasm and optimism are expressed. The leader attracts the mind of the employee by visualizing the bright future. The leader creates explicit expectations that employees want to achieve and also wants to show commitment to shared goals and visions (Bass,
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Employees and colleagues are developed to a higher level of success. Individual attention is practiced as two follow things: “new learning opportunities are created with a supportive environment” and “individual differences in terms of needs and aspirations are recognized”. The behavior of the leader demonstrates the acceptance of individual differences. A two-way exchange of information is encouraged, and a management by observation in the workplace is carried out. The interaction with the staff is personalized. The leader has the ability to take care of the individual and to listen effectively as well. The leader delegates tasks as a means of developing employees. Authorized tasks are observed and monitored if employees need additional guidance or support and are used to evaluate progress also. It is ideal when workers do not feel they are being tested (Avolio, Waldman, & Yammarino, 1991; Bass, 1994).
On the basis of inheritance, the author argues that the definition of Bass (1985) is relatively consistent with the study. However, in keeping with the subject and scope of this research in the current context, the author argues that transformational leadership motivates employees to work more than their initially expected. Transformational leaders expand and enhance the interests of employees, making

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