There are many examples of transformational leaders who have
successfully influenced their followers via visions, dreams, constancy and
through strong self awareness (Bennis, 1998).
Nelson Mandela became the president of South
Africa after successfully fighting apartheid
and despite the fact that he was incarcerated in an isolated island for more
than twenty years. He went on to become the president of South
Africa and unified the country. Mr Mandela
strongly used symbolism and compelled his countrymen to follow him to a place
where many thought was nonexistent. Today despite its structural problems of
poverty and crime, South Africa
is a thriving country when compared to other basket case examples like Zimbabwe .
Mr Mandela’s dogged refusal to nationalise the economy and confiscate wealth
from white South Africans laid the foundations for a stable economy and
reassured international investors. Many may argue that this was a misguided
policy that did not address the underlying issues of social injustice and
poverty. This cynicism may even have some truth in it as there is always a risk
of such high profile policy not working. But it will be hard to ignore the fact
that South Africa
will be a different country today were it not for the leadership of Mr Mandela
and his believe in a rainbow nation.
Other examples of such leaders include Bill Clinton, MahatmaGandhi, Martin Luther King, Michael Collins and many more others. These were
positive examples of transformational leaders who inspired their followers and
changed policies, nations and borders.
But it must also be noted that there is a darker side to
transformational leadership. Given that transformational leaders influence our
emotional state and our idealised projection of the world around us, it is no
wonder that history is littered with examples where followers were deliberately
misguided. Kets de Vries (1997) describes how ‘the emotional legacy of the past
pushes followers into displacing many of their historic hopes and fantasies
onto the present leader’ (pp. 262). In this way, followers abandon their self
direction and meaning and become emotionally and intellectually de-skilled. In the
story of ‘the owl who was God’, Thurber (1965) describes how the animals’
inadequate investigations led to the Owl’s values not being accurately
assessed. The author alerts us to the danger of taking too many things at face
value without looking at the alternatives to our own peril. Needless to say the
followers of David Koresh and Adolf Hitler were influenced by a dark side of
transformational leadership.
So what does this mean for the concept of transformational
leadership and how can it overcome these criticisms.
Transformational
leadership has potential to promote organisational effectiveness. Meta analytic
review of this subject by Judge and Piccolo (2004) shows that transformational
leadership had an augmentation effect over transactional leadership and how
this was related to performance at the team and organisational levels.
Moreover, transformational leadership appeared to display stronger
relationships with criteria that reflect follower satisfaction and motivation
than with criteria that reflect performance (pp. 760-768).
Given
the importance of this type of leadership, it is no wonder that some writers
are proposing a continuation and perhaps a renewal of this type of leadership. Sanders,
Hopkins and Geroy (2003) propose what they call ‘transcendental theory of
leadership’. They argue for the integration of transactional and
transformational leadership through the spiritual dimensions of consciousness,
morality and faith. Whilst this theory is relatively new and not yet fully
subjected to thorough reviews, it is wise to question how the concept of
spiritually fits in with the dynamic and agile environment of the business
world.
Despite
its weaknesses and potential for abuse, transformational leadership appears to be
well suited for dealing with complexity, ambiguity, uncertainty, tensions and
risk. So long as it is subjected to adequate checks and balances, organisations
and individuals will probably benefit from this type of leadership.
References
Bass, B.M. (1990) ‘From transactional to
transformational leadership – learning to share the vision’, Organisational
Dynamics, 18(3), pp. 19-31
Bennis, W. (1998) On becoming a Leader, Reading , Arrow
Judge, T. A. & Piccolo,
R. F. (2004), Transformational and transactional leadership: A meta-analytic
test of their relative validity. Journal
of Applied Psychology, 89, 755-768.
Kets de Vries, M. (1994) Academy of Management Executive , 8(3), pp. 73-92 (Reprinted in Grint, 1997)
Sanders, J.E.(3rd),
Hopkins, W.E. & Geroy, G.D. (2003). From transactional to transcendental:
toward an integrated theory of leadership. Journal of Leadership and Organizational Studies, 9(4), pp.
21-31.
Thurber, J. (1965) Vintage
Thurber, London , Hamish Hamilton.