Bernard Bass and Ronald Riggio, Transformational Leadership, Second Edition. Lawrence Erlbaum Associates, 2005.
Referenced in: Transformational Leadership
LifeandLeadership.com Summary
This is an important work on the concept of transformational leadership as first expressed by James McGregor Burns in Leadership. At the risk of oversimplification, one might say that Burns introduced the theory and Bass turned it into a working model.
This is a highly technical, academic work. The chief value for ministers would be in describing the four keys to transformational leadership, which many books on leadership since then have simply built on.
Bass and Riggio added extensive empirical research to the field of transformational leadership. Unlike Burns, they saw transformational and transactional not as opposites but as styles at different ends of a leadership continuum. They developed the FRL or Full Range of Leadership model that poses a continuum. At one end is transformational leadership as the most effective, optimal level of leadership, with transactional leadership (based on rewards and disciplinary actions) as the “mid” level, and laissez-faire at the other end of ineffective leadership. They also include research based on the Multifactor Leadership Questionnaire (MLQ) that measures transformational leadership by surveying one’s followers. The MLQ measures four key elements of transformational leadership (bookmark):
Idealized Influence – Transformational leaders behave in ways that allow them to serve as role models for their followers. The leaders are admired, respected and trusted. Followers identify with the leaders and want to emulate them; leaders are endowed by their followers as having extraordinary capabilities, persistence, and determination. Leaders who have a great deal of idolized influence are willing to take risks and are consistent rather than arbitrary. They can be counted on to do the right thing, demonstrating high standards of ethical and moral conduct.
Inspirational Motivation – Transformational leaders behave in ways that motivate and inspire those around them by providing meaning and challenge to their followers’ work. Team spirit is aroused. Enthusiasm and optimism are displayed. Leaders get followers involved in envisioning attractive future states; they create clearly communicated expectations that followers want to meet and also demonstrate commitment to goals and the shared vision.
Intellectual Stimulation – Transformational leaders stimulate their followers’ efforts to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways. Creativity is encouraged. There is no public criticism of individual members’ mistakes. New ideas and creative problem solutions are solicited from followers, who are included in the process of addressing problems and finding solutions. Followers are encouraged to try new approaches, and their ideas are not criticized because they differ from the leader’s ideas.
Individualized Consideration – Transformational leaders pay attention to each individual follower’s needs for achievement and growth by acting as a coach or mentor. Followers and colleagues are developed to successively higher levels of potential. Individualized consideration is practiced when new learning opportunities are created along with a supportive climate. Individual differences in terms of needs and desires are recognized. The leader’s behavior demonstrates acceptance of individual differences (e.g., some employees receive more encouragement, some more autonomy, others firmer standards, and still others more task structure). A two-way exchange in communication is encouraged, and “management by walking around” workspaces is practiced. Interactions with followers are personalized (e.g., the leader remembers previous conversations, is aware of individual concerns, and sees the individual as a whole person rather than just an employee). The individually considerate leader listens effectively. The leader delegates tasks as a means of developing followers. Delegated tasks are monitored to see if followers need additional direction or support and to assess progress; ideally, followers do not feel they are being checked on.
Also, while Burns believed transformational leaders always occupied themselves and inspired in others visions of a higher moral level, Bass believed transformational work was amoral. This may be seen in the likes of Hitler who practice a kind of pseudo-transformational influence based on deceit, manipulation, self-aggrandizement and power abuse.
From the Publisher
Transformational Leadership, Second Edition is intended for both the scholars and serious students of leadership. It is a comprehensive review of theorizing and empirical research that can serve as a reference and starting point for additional research on the theory. It can be used as a supplementary textbook in an intense course on leadership—or as a primary text in a course or seminar focusing on transformational leadership.
New in the Second Edition:
- New, updated examples of leadership have been included to help illustrate the concepts, as well as show the broad range of transformational leadership in a variety of settings.
- New chapters have been added focusing specifically on the measurement of transformational leadership and transformational leadership and effectiveness.
- The discussion of both predicators and effects of transformational leadership is greatly expanded. • Much more emphasis is given to authentic vs. inauthentic transformational leadership.
- Suggestions are made for guiding the future of research and applications of transformational leadership.
About the Author
Bernard M. Bass is Distinguished Professor of Management Emeritus and Founding Director of the Center for Leadership Studies at Binghamton University, State University of New York. Dr. Bass is the author of over 300 articles and 24 books concentrating on leadership, organizational behavior, and human resource management. Between 1952 and the present, he has been the principal investigator on numerous federal, state, and private foundation research grants. He was the founding Editor ofThe Leadership Quarterly, and he has consulted with and conducted training for many of the Fortune 500 firms and has lectured or conducted workshops in over 40 countries. Professor Bass is also a Senior Scientist for the Gallup Organization and a member of the Board of Governors for the Kravis Leadership Institute.
***For additional information on this resource, including reviews, click the bookstore links. Check the reference at page top or the links below for resource guides on related topics.***
Related Areas
See Other Resources on Leadership:
See Resources on Over 100 Areas of Ministry Leadership: