The primary concern of an article entitled “The Influence of the Transformational Leader” by Bruce Tucker and Robert Russell is, unsurprisingly, an investigation into how transformational leaders influence organizations. This is clearly stated within the first paragraph of the article. The article was written in a professional yet easily understood style of writing that was obviously intended for the general business person rather than the scientist. While it included a survey of numerous studies and their results, the authors continued to keep the language clear and concise, constantly relating it to their topic and illustrating, through well-organized, clearly defined sections, just how their study answered their original question.
Its theoretical base is founded upon a literature review that traces the history of the discussion regarding transformational leadership. In addition to illustrating when the term ‘transformational leadership’ was first separated as a concept to be considered, this review traces how the concept becomes more sharply defined, particularly as compared to transactional leadership styles. The definition thus offered emerges as one of a transformational leader as characterized by proactive, fluid, and energy-generated change. The review then discovers literature that helps to illustrate those themes and characteristics identified as being effective traits in the development of this style of leadership. Themes included questioning assumptions, promoting non-traditional thinking, and promoting follower development. Characteristics included self-confidence, inner integrity, honesty, and personal values combined with a connection of these characteristics to outer behavior and an appeal to the heart. By comparing numerous studies that reflect the same basic results, the literature review is effective in establishing an overall impression of how a transformational leader is to be recognized.
Although the paper doesn’t clearly state how the researchers went about identifying the various ways in which this type of leader can influence an organization, it quickly becomes apparent that the methodology used is a further survey of other studies that have been conducted on the issue and a discussion of their findings. This makes it difficult to identify the end of the literature review and the beginning of the study, but the break is assisted by bold headings at the break and the clear division of discussion topics from one of identification to one of actual function. Because the authors do not choose to outline their methodology, it can only be judged based upon what is presented. However, in its detail and large scope of the investigation, citing numerous studies that seem to come to similar conclusions regarding the broad topics addressed, this survey does seem to be well-founded and complete. The number of studies cited increases validity and appears to represent acceptably representative sample size.
Through its extensive literature review, the study found numerous areas in which the transformational leader does affect the organization. These are separated out into primary headings and discussed in greater detail as the results of each study are reported. The primary function of the transformational leader is to bring the concept of change into an organization’s mindset. This is done through a willingness to challenge aspects of an organization’s culture to bring about change by first challenging the assumptions of the internal mindset of the people in the organization, then bringing about change in the culture among the people in the organization, and finally, changing the culture and mindsets of people outside of the organization. Again, through extensive use of available literature, providing an acceptable sample size and much of which came to general agreement and concordance, this survey identifying the various factors that illustrate the means by which transformational leaders are effective in bringing change to an organization is convincing.
Although the study argues that transformational leaders are both necessary and effective in bringing about needed change within organizations, it is also acknowledged within the report that there are some dangers inherent in the role of the transformational leader, particularly in the temptation to abuse the power that’s been provided to pursue goals that have not been strongly based on ethical or moral grounds. In identifying the various personal dangers, the authors uncover the concept that transformational leaders must have a high level of integrity to remain true to a common ideal with the purpose of reaching benefit for all without allowing pride or ego to stand in the way of development for all. A key factor in avoiding the tendency to become a dark leader is to remain focused on personal growth and development even as the leader remains focused on helping others to grow and develop. Organizational dangers identified included using power to coerce individual followers into working only for the benefit of the organization. The best way to avoid organizational abuse of power is suggested as being in the distribution of power structures so that no one person can manipulate the rest for personal or organizational goals alone. By including this discussion into the negative aspects of this leadership style, the study takes on greater importance and relevance as it helps to identify characteristics and behaviors that contribute to effective leadership as well as how these same characteristics and behaviors can be carried too far or taken off course by a faulty foundation.
The study concludes with the assertion that transformational leaders are necessary to a healthy organizational structure as they introduce change and foster continual growth, both of which are necessary if the organization is to remain effective in today’s economy. Discussions of the results of the literature survey were carried out within each section rather than reported in a specified results section, but this feature kept the information relevant, comparable, and easier to evaluate. The conclusion of the report was presented as a summary of the findings that had already been discussed and evaluated throughout the document. Practical implications included how organizations might stagnate without the presence of transformational leaders as well as a warning against the possible dangers and abuses that could occur within an environment that did not have some checks and balances built in or that were founded on unethical or immoral principles of greed, pride, and ego. It further suggests that, in being able to identify several characteristics and behaviors that comprised an effective transformational leader, this leadership style is one that can be developed regardless of the individual, challenging the age-old concept that one must be ‘a born leader’ if one is to amount to anything as a leader. Instead, these identifications indicate that this leadership style is one that can be taught to everyone, beginning the cycle of follower development at the beginning with the followers and allowing everyone to become a part of the process. Thus, one of the primary characteristics of the transformational process is again emphasized. Rather than a call for further research, the study concludes with a call for more individuals to become involved in transformational leadership and more organizations to encourage this type of leadership style within their organization, illustrating how this study could help the general business person at their workplace. By indicating that this type of leadership style can be learned by anyone and practiced by anyone and any level of the organization, this study suggests that any worker can emerge as a transformational leader, eventually bringing about change for the better. Moreover, it provides a framework upon which the individual can begin their development toward this goal.
References
Tucker, Bruce & Russell, Robert. (2004). “The Influence of the Transformational Leader.” Journal of Leadership and Organizational Studies. Vol. 10, N. 4, pp. 103-111.