Many of the leadership styles you have come across in the module tend to be more successful in the short term but the emerging research and literature seems to demonstrate that a transformational style is much more effective for the longer term. discuss

1. Theoretical Framework

We come across leaders in different areas of our lives at business, at school, at university, in sport and even within our own circle of friends. Someone always stands out and takes the lead. They not only influence us such that we look up to them and follow them but also we often wonder what is it they have that we, who follow, havent. We ask ourselves: Are they born with it? (Traits theory) or Is it what they do and how they do it that defines their leadership and therefore can they learn it?\’ (Behaviouaral theories) or is the environment and situation that produces them? (Situational theory) Or .

In organisations too, how a leader influences others to achieve the mission, goal, or objectives is affected not only by the leadership style they choose but also by the situation, the followers and their own skills and abilities.

Transformational Leadership
The concept of Transformational leadership, introduced by Burns (1978) and later developed further by Bass (1985), has become very popular in recent years. Burns defines transformational leadership as a process where \’leaders and their followers raise one another to higher levels of morality and motivation.\’ According to Bass, this kind of leader:
Is a model of integrity and fairness.
Sets clear goals.
Has high expectations.
Encourages others.
Provides support and recognition.
Stirs the emotions of people.
Gets people to look beyond their self-interest.
Inspires people to reach for the improbable.
In the view of Hoy & Miskel (2001), transformational leaders are expected to:

Define the need for change.
Create new visions and muster commitment to the visions.
Concentrate on long-term goals.