What is a Transformational Leader?
Bass (1990) defines a transformational leader as someone who 'transforms' groups or organisations. A transformational leader really focuses on their followers. They want to motivate their followers to provide a high level of performance and, in turn, help their followers to develop and recognise their own leadership style.
A transformational leader is very inspirational and has great power and influence (Bass, 1990).
Bass (1990) describes the four components to transformational leadership -
- Idealised influence - The leader serves as an ideal role model for followers
- Inspirational motivation - The leader has the ability to inspire and motivate followers
- Intellectual stimulation - The leader challenges followers to be innovative and creative
- Individualised consideration - The leader demonstrates genuine concern for the needs and feelings of followers
To go with this, there are also three moral aspects -
- The moral character of the leader
- The ethical values embedded in the leader's vision, articulation and programme
- The morality of the processes of social ethical choice and action that leaders and followers engage in and collectively pursue
Evidence shows that groups and organisations led by transformational leaders have higher levels or performance and satisfaction than those led by other types of leaders. This is because they are more likely to inspire, empower and stimulate their followers to exceed normal levels of performance as they hold positive expectations for them. Also, because transformational leaders care about their followers and their personal needs and development they gain the most out of their employees, along with their respect (Riggio, 2009).
Riggio (2009) describes typical thinking of a transformational leader to be -
- 'I would never require a follower to do something I would not do myself.'
- 'My followers would say they know what I stand for.'
- 'My followers would say I am very attentive to their needs and concerns.'
Another important point made by Bass (1990) is that the transformational leader has an unswerving commitment that keeps their followers going, even through the harder times when some may question whether the vision can ever really be achieved.
What is a Transactional Leader?
Burns (1978) describes a transactional leader as one who 'approaches followers with an eye to exchanging one thing for another'.
Transactional leaders are very aware of the link between putting in effort and then benefiting from rewards. They are responsive and very good at dealing with presenting issues. They also rely on standard forms of reward and punishment, such as an organisation's policies and procedures. Bass (1990) explains how transactional leaders motivate their followers by setting goals and promising rewards for desired performance. They rely on their power as a leader to reinforce their followers for their successful completion of the bargain.
The simplest way to sum up these qualities of a transactional leader is to describe one as 'someone who gives followers something they want in exchange for something the leader wants'.
In regards to the transactional leader's followers, they engage them in a relationship of 'mutual dependence in which the contributions of both sides are acknowledged and rewarded' (Kellerman, 1984). This makes the leader influential because doing what the leader wants is in the best interest of the followers.
There are advantages and disadvantages of transactional leadership. An advantage is that it clearly defines the roles and expectations from the leader and the followers. Rules are also strictly followed. The disadvantage is that this leadership style is very direct. If a follower fails to deliver the expected output then he may face consequences.
Which of these leadership styles does Obama's Church Speech reflect?
The speech seems to reflect Barack Obama as a transformational leader rather than a transactional leader. There are many reasons for this. Firstly, he is very engaging with his audience. It is clear that he is trying to make connections with the American people to help motivate them to follow him. This is a classic trait and example of transformational leadership.
Another reason is that, through his speech he comments a lot on his dedication to the working class but also refers to the middle class too. This shows that he is trying to appeal to the majority of the population of America. By relating to them, and showing his commitment to them he is making a connection. This in turn will help motivate them to follow him.
Northouse (2013) talks a lot about the stages of engagement, to relationship building, to trust, to making a connection and then finally obtaining a follower. Northouse (2013) clearly relates this to the classic transformational leader.
Obama portrays intelligence, authenticity and a lack of desire for power within the speech. His calming, yet proper way of speaking oozes intelligence, not only this, but also the words he spoke clearly demonstrated that he was above average when it comes to intelligence. The authenticity factor is gathered from the intelligence factor. People need to believe that what he is saying is authentic to be able to trust and believe in him (Northouse, 2013). It is not just this speech, but Obama's whole background that makes one believe he is not after the power of being President. He comes from a value enriched background and shows in his speech that he is dedicated to bringing this quality forward and reconcile them with a country that is being broken apart by class, race and nationality.
Throughout the speech Barack is showing the above qualities and more of a transformational leader. The praise received at the end of the speech shows it was in receipt of a deeply motivated and attentive audience.
The fact that the speech took place in Martin Luther King's church is a symbolic and very influential factor. It portrays a sense of relationship towards Martin Luther King and also dedication to the issues he fought for. This may influence people that have a connection with Martin Luther King to move that transfer that connection towards Obama.
References
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter)
Burns, J.M. (1978). Leadership. New York. Harper & Row.
Kellerman, B. (1984). Leadership: Multidisciplinary Perspectives. Englewood Cliffs, NJ: Prentice-Hall.
Northouse, P. (2013). Leadership; Theory and Practice (6th ed.). Thousand Oaks, CA: Sage.
Riggio, R. E. (2009). Are you a transformational leader? Psychology Today
