The Concept of Transformational Leadership

That old man is the image of his father. His people know what he care. His leader can show you what you can do and they obey you. Olds leads his team by defending them. If the leadership questioned their decision, he believed in their decision of the fight and offered the best guarantee. The old man is not the leader of the pilot under the bus. In fact, if something goes wrong in the battle, Olds will focus on itself. But he will praise the successful mission of the pilot. In addition, Olds will take care of the team when a tragedy happens in the battle.

James MacGregor Burns' "Leadership" book, written in 1978, is one of the first books to introduce the concept of revolutionary leadership. Transformational leadership is where leaders change their believers. This leadership theory is very important in this century, especially in recent literature. Transformational leadership is based on transactional leadership. Still, as Barnes clearly insists, "What is needed today is not the traditional traditional leadership style, but a new style of change leadership."

Transformational leadership is a relatively new approach to leadership, focusing on how leaders create valuable and positive changes among fans. James MacGregor Burns introduced the concept of transformational leadership for the first time in researching political leadership but is now used for organizational research as well. Burns describes two leadership styles, transaction and transformation. Transactional leaders are focused on achieving compliance by conferring and earning tradeoffs and profits. The leaders of change are focused on "reforming" each other and others to support the whole organization. Followers of change leaders hope to respond by faith in leader's trust, praise, loyalty and respect, and work harder than initially anticipated. Another researcher, Bernard M. Bass, added new content to Burns' work by explaining the psychological mechanisms that constitute transformation and trading leadership.

Background James MacGregor Burns (1978) first introduced the concept of changing leadership in descriptive research on political leaders, but now it is also used in organizational psychology. According to Burns, changing leadership is a process that "helps leaders and followers to increase morale and motivation of each other" process. Burns are related to the difficulty of distinguishing between management and leadership, claiming that the difference lies in characteristics and behavior. He established two concepts: "Transforming Leadership" and "Transaction Leadership". According to Mr. Burns, the transformation approach brings significant changes to the lives of people and organizations. It redesigned the concept and value and changed the expectations and desires of employees. Leader transformation is ideal as it is a moral example working for the interests of teams, organizations, and / or communities.