He identified three ways in which leaders transform followers:
- Increasing their awareness of task importance and value.
- Getting them to focus first on team or organizational goals, rather than their own interests.
- Activating their higher-order needs.
- Idealized influence
- Inspirational motivation
- Intellectual stimulation
- Individualized consideration
- The moral character of the leader.
- The ethical values embedded in the leader’s vision, articulation, and program (which followers either embrace or reject).
- The morality of the processes of social ethical choice and action that leaders and followers engage in and collectively pursue.
Below are a number of behaviors common to transformational leadership
TRANSFORMATIONAL
- BUILDS ON THE NEED FOR MEANING
- PRE-OCCUPIED WITH POWER AND POSITION,
- POLITICS AND PERKS
- SWAMPED IN DAILY AFFAIRS
- ORIENTED TO SHORT-TERM GOALS AND
- SEPARATES CAUSES AND SYMPTOMS AND
- WORKS AT PREVENTION AND IS CONCERNED WITH TREATMENT
- FOCUSES ON TACTICAL ISSUES
- MAKES FULL USE OF AVAILABLE RESOURCES
- (HUMAN) HUMAN INTERACTIONS
- FOLLOWS AND FULFILS ROLE EXPECTATIONS
- HUMAN POTENTIAL WITHIN CURRENT SYSTEMS
- SUPPORTS STRUCTURES AND SYSTEMS THAT REINFORCE OVER-ARCHING VALUES AND GOALS
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter): 19-31.
Bass, B. M. and Steidlmeier, P. (1998). Ethics, Character and Authentic Transformational Leadership, at: http://cls.binghamton.edu/BassSteid.html
http://changingminds.org/disciplines/leadership/theories/bass_transformational.htm
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