organisations 2.4.3 The evolution of transformational leadership theory for
organisationsBass’s (1985) Leadership and performance beyond expectations examined the
characteristics of transformational leadership in public and private organisations
and posited four factors of transformational leadership. Table 2 - 7 shows McCall’s
(1986) description of these factors (quotation marks “...” indicate Bass’s (1985)
original descriptions).
Factor Description
Charisma “Charismatic leaders have insight into the needs, values, and hopes
of their followers. They have the ability to build on these needs,
values, and hopes through dramatic and persuasive words and
actions”.
Inspirational
leadership
“A subfactor within charismatic leadership behaviour" in which
"non-intellectual, emotional qualities" are used to arouse and
heighten motivation among followers. Most charismatics are
inspirational, but one need not be charismatic to inspire.Individualized
consideration
Paying "attention to each of their subordinates, sharing their
concerns and development needs, and treating them as
individuals”.Intellectual
stimulation
“The arousal and change in followers of problem awareness and
problem solving, of thought and imagination, and of beliefs and
values”
Source: Bass (1985) cited in McCall (1986: 481-482)Table 2-7 Bass’s (1985) major factors of transformational leadership
McCall (1986: 482) notes that Bass framed the transformational / transactional
contrast as a reasonably stark dichotomy:
Transformational leaders are more proactive, moral, innovative,
flexible, etc., than their mundane transactional colleagues. While "the
ordinary manager is kept busy with his inner id-superego struggles...
...fitting into the mold (sic), not making waves, defending his turf..."
the transformational leader is out there changing the organizational
culture.
McCall (1986: 482)Subsequently, however, Bass and a co-researcher, Bruce Avolio, developed
further insights into transformational leadership using their Multi-Factor