ducation, certifications, and interactions.
Bass and Steidlmeier (1999) noted transformational leaders' level of involvement had the ability to enhance creativity, innovation, and performance from their teams. Transformational leaders must have the fortitude and adaptability to respond to and learn from both internal and external stimuli of changes within the organizations. Such leaders must proactively mitigate any negative impact on the project, as well ensuring the overall satisfaction of the team members as factors in the projects' successful completion and team performance (Ronning, 2004; Sanders et al., 2003).
Bass (2000) had widely defended the potential of the transformational leadership to improve the post-modern organizational landscape. According to Bass, transformational leaders raise the awareness of their constituencies about what are essential increase concerns for achievement, self-actualization, and ideals. They inspire followers to go beyond their own self-interests for the good of the group, organization, or community. For Bass, true transformational leadership can be identified by its adherence to the highest levels of moral and ethical standards. Bass (1997) says that leaders are authentically transformational when they raise awareness of what is right, valued, and important; when they help satisfy increase followers' needs for success, change; and when they reposition followers to go outside their self-interests for the good of their group or organization.
True transformational leadership asks for sacrifice on the part of the follower, but it does not necessarily require that an individual's interests to be swept aside for the good of the organization. 'The transformational leader strives to achieve a true consensus in aligning personal and organization interests' (Bass, 1998, p. 176). Transformational leaders act like moral agents and engage in joint understanding of employees, with the ultimate goal of converting these employees to become leaders themselves (Inkson & Moss, 1993). Transformational leaders are most of the time interested in producing quality and quantity results from those they lead, but also attempt to provide an environment in which the individual's own career and personal goals are realized through the organization. In this way, efficiency can be increased, and the entire organization can benefit on the improvement of individuals (Seltzer & Bass, 1990).
It is the transformational leadership style that offers managers the greatest ability to deal with this rapidly changing workplace (Bass, 2000), especially in a global economy where change is inevitable. Wallace (1993) concluded that complex organizational and environmental factors require the flexibility that transformational leadership style offers because it enables managers to include workers on decisions, and can empower workers to have an increasing level of control over their work performance. Organizations led by transformational leaders usually perform at a believed greater level, with a higher level of employee moral (Bass, 1990).
Bryant (2003) claimed that transformational leadership results to motivation and commitment for followers in order to have above average organizational performance. Robbins and Judge (2009) further concluded that transformational leadership is correlated with lower employee turnover, higher productivity, lower stress, and higher
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