____Literature
Review >> Transformational Leadership_________________________________

Definition
Transformational leadership is defined by Koehler and Pankowski (1997) as a process of inspiring change and empowering followers to achieve greater heights, to improve themselves and organization processes. It is an enabling process causing followers to accept responsibility and accountability for themselves and the processes to which they are assigned.

Characteristics of Transformational Leaders
Transformational leaders usually possess certain characteristics but different authors describe them differently. However, most of them point to similar characteristics. One of them is that of having a high tolerance for uncertainty. According to Kippenberger (2002), Koehler and Pankowski (1997), transformational leaders do not contend with uncertainty, but rather create environments of uncertainty. When they cause change, they are never certain about what will happen.

Another important characteristic is their willingness and sustained energy to support associates. They are not only able to do their own work, but able to spend time with associates, attend process improvement team meetings, participate as team members, listen, identify and remove obstacles that may be impeding team processes. Bass (1985) added that while the transformational leader is at it, he encourages associates with advice, help, recognition and openness, giving them a sense of confidence in his intellect and is a good listener.

Transformational leaders also have a passion for quality; a compelling drive that desires extraordinary results, and have a personal goal of surpassing all previous records of performance. However, it can be concluded from the interviews that when quality is needed, opposition and resistance occur. However, transformational leaders do not simply quit, but accept the challenges and persevere, adhering to their convictions and are unrelenting in their desire to instil values and principles in others.

According to the Authentic Transformational Leadership Limited (2003), transformational leaders also have a positive mental picture of themselves, and project it to instil empowerment. Their positive self-image allows them to acknowledge their strengths and weaknesses, not to fear failure, and grant empowerment to others for process control purposes. Faranda (1999) added that this empowerment makes people responsible for their work, achievements, and for their potential. To influence, transformational leaders must be honest and be perceived by followers as people with high credibility. Followers will not believe in their visions if they are perceived as lacking trustworthiness (Friedman, Langbert and Giladi, 2000). Above all, the transformational leader is visionary and is able to develop a clear vision of the future. By expressing a vision, the transformational leader persuades followers to work towards goals envisioned, and provides them with motivation for hard work that is internally self-rewarding (Gibson, Ivancevich and Konopaske, 2003).

Behaviours of Transformational Leaders
According to Humphreys (2001), Koehler and Pankowski (1997), transformational leadership behaviours should share a significant relationship with follower outcomes when the environment is rapidly changing and contribute toward implementing an empowerment system. The empowerment of followers is often presented as one of the main features that distinguish such leadership from the rest (Pierce and Newstrom, 2006).

Transformational leaders lead by example, role modelling desired behaviours. Although people's perceptions differ, the majority will see in the long run that the leader is sincere in empowering them. Such leaders also accept the responsibility for the development of their people and use significant effort in helping them learn to manage themselves and their processes. It is important to establish structure in directing followers, therefore transformational leaders ensure structure and train them by empowering them to structure how work should be done and coordinate activities. Support, consideration and trust is shown to followers by sharing all vital information, taking a genuine interest in people development and behaving when appropriate, in a positive and appreciative manner. Transformational leaders accept strategic planning as their responsibility, set the course of action, empower associates make changes and meet them regularly to review and improve. They are interested in and emphasize on how processes function, frequently challenging the process by asking questions. Associates are recognized and rewarded, as well as assessed regularly without waiting for the annual performance reviews.

An example of a transformational leader is Jack Welch, who earned a reputation for brutal candor in meetings, destroying the management hierarchy, pushing his managers to perform and bringing a sense of formality to the company. His style of transformational leadership helped to modernize General Electric and dominate markets abroad (Wikipedia, 2006). According to Bass (1985), transformational leaders like Welch are more likely to emerge in times of distress and rapid change.

A local example of a transformational leader will be Madam Wong who has 10 years of experience as a human resource personnel in Singapore Press Holdings. In the interview held with her, it was mentioned that changes occur all the time and different people have different reception to changes. However, she communicated her vision to all levels of management and finally succeeded.

Based on the team's past working experience, we have interacted with leaders from all walks of life. After endless discussions and debates, we concluded that true transformational leaders lead followers towards transition and change in attempts to bring about better change like 1 of the managers that we worked with during a holiday assignment, who believed that flexible work arrangements would improve efficiency. Although faced with criticisms from top management, she convinced them that it was necessary. Initially there was much confusion that led to misunderstandings but she was patient and guided the company through.

References
Gibson, J. L., Ivancevich, J. M., Donelly, J. H. and Konopaske, R., 2003, Organisations: Behaviour Structure Processes, McGraw-Hill, New York.

Kippenberger, T., 2002, Leadership Express, Capstone, United Kingdom.

Koehler, J. W. and Pankowski, J. M., 1997, Transformational Leadership in Government, St.Lucie Press, Florida.

Pierce, J. L. and Newstrom, J. W., 2006, Leaders and the Leadership Process, 4th Edition, McGraw-Hill, New York.

Bass, B. M., 1985, 'Leadership: Good, Better, Best', Organisational Dynamics, Vol. 13, No. 3, pp26-40.

Faranda, T., 1999, 'Transformational Leaders', Incentive, Vol. 173, No. 10, pp14.

Friedman, H. H., Langbert, M. and Giladi, K., 2000, 'Transformational Leadership', National Public Accountant, Vol. 45, No. 3, pp8.

Authentic Transformational Leadership Limited, 2003, The Self-Knowing Leader, viewed 4 April 2006, <http://www.atleadership.com/selfknowing.html>.

Wikipedia: The Free Encyclopedia, 2006, Jack Welch, viewed 4 April 2006, <http://en.wikipedia.org/wiki/Jack_Welch>.