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Question For every theory there is a counter argument. What are the criticisms and arguments against Transformational Leadership? Identify the sources and clearly articulate the reasoning behind the criticisms. Adopt a position for or against Transformational Leadership and defend your position with argument. ===============================================================
Essay in ing Transformational Leadership Theory Introduction; Transformational leadership theory is the most current leadership theory that attracts many discussions and researches at different levels to prove its effectiveness in current world leadership’s pattern, but some are against it. Transformational leadership is all about empowering followers to develop themselves and improving their performance beyond expectation (Bass & Avolio, 1990 as cited by Taly el al., 2002). It has also been argued by (William, L. K., et al. 1995. p. 331) that “transformational leaders have charismatic leadership behavior whereby they attempt to inspire their followers in return to faith and respect. They also have a clear sense of mission that they attempt to convey to their followers. It further evidenced that such leaders also tend to have superior debating skills, technical expertise and persuasive skills.” The transformational leadership theory’s platform is build of four main concepts (Intellectual Simulation, Individualized consideration, Idealized Influence and Inspiration Motivation) which are under heavy criticism from the opposing side of the idea that they are highly correlated to charismatic behaviors (Northouse, 2007 as cited by Marturano, 2004).
Meanwhile transactional leadership theory uses the existing
organizational structures to build energy of the followers in return for rewards. (Davidhizer & Shearer, 1997 as cited by Bruce & Robert, 2004)
Hamad Bakar Hamad
MBA in Maritime Management 000455020
Page 1
Four I’s of transformational leadership theory: Intellectual Simulation- the leader encourages followers to explore new ways of doing things and new opportunities to learn. Individualized considerationTransformational leader encourage and give to individual follower to achieve their targets. Inspiration Motivationtransformational leaders have clear vision which want to to his or her followers in order to help achieve target. Idealized Influencetransformation leader act as a role model or mentor to the followers in an organization (Bass & Riggio, 2006. p. 5-7).
From these perspectives, some scholars have criticized the transformational leadership theory on the ground that is based on few concepts which are not enough to the idea during its innovation i.e 4I’s. They added further that is difficult to train others to be transformational leaders. Nevertheless other the theory by saying it’s based on on-to-one individuals and recognized the value and needs of followers. (Northouse, 2001 as cited by John, el at., 2002)
The author of this essay is hereby ing the transformational leadership theory, on which this discussion will shed some light into common criticism of the transformational leadership theory. In particular argument will be based on Contradiction existing between transformational leadership and charismatic, the danger of transformational leaders to abuse power, Inefficiency of Multifactor leadership questionnaire (MLQ) and the concept of Power and Morality effects of transformational leadership.
Hamad Bakar Hamad
MBA in Maritime Management 000455020
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Discussion; Contradiction between Transformational leadership and Charismatic leadership Transformational leader is an “icon” to organization especially in an organization where this leader did what was thought to be impossible (Bass & Avolio, 1994 as cited by Mandell & Pherwani, 2003).
Hitler is best example of Charismatic leader while Gandhi is highly inspirational transformational leader. (Doyle & Smith 2009) It has also been argued by (Burns, 1978 as cited by Tucker & Russell, 2004) that a transformational leader will elevate his/her followers to a higher level of achievement by his/her inspiration motivation; moreover followers will strive to organization needs in expense of their own needs. Transformational leadership is leadership style which is based on four behaviors commonly known as the 4Is. They are Idealized Influence, Inspiration Motivation, Intellectual Simulation, Individualized consideration (Bass & Riggio. 2006). Typically the first two behaviors are charismatic behaviors (Mandell & Pherwani, 2003) whereby a leader inspire his/her followers to the extent that they reach a high level of believe that without him or her an organization can’t move any step forward. From this end, a red line can be drawn between the transformational leader to the charismatic one, the former is working on behalf of his/her followers and organization while the latter keeps his/her own agenda to the expense of the followers and organization. Some examples of individuals who are considered transformational leaders include, Bill Gates of Microsoft, Steve Jobs of Apple, Michael Dell of Dell Computer Corporation, Jeff Bezos of Amazon.com, Lou Gerstner of IBM, and Jack Welch of GE. (Kreindy, 2000) Critics of transformational and charismatic leadership lie on its ambiguity in differentiating between the two. (Bass, 1995 as sited by Yukl, 1999) stressed that, Hamad Bakar Hamad
MBA in Maritime Management 000455020
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‘charisma’ is a necessary component of the transformational leadership; he noted further, that a leader can be charismatic without being transformational. It is not clear where charismatic leader cannot be transformational and the opposite is also true. There is confusion even in their definition both theories insist on follower’s empowerment and trust but differ on the inner value and intention of the leader something that cannot be seen easily (Bryan, 1993 as cited by Yukl, 1999). In their study of charismatic leadership (Conger, et al. 1988.p.6), “they concluded that, the development of charismatic leadership is assumed to be a transformational leadership process and transformational leaders are assumed to be charismatic as well as intellectual stimulating, inspirational and so forth... pure charismatic has attracted followers’ attention, convinced them of the merits of his or her vision, and established a strong following”. From this end, it is even further clouded to get clear distinction between the two as they are both playing on the same platform of leadership behaviors such as inspiration motivation. It was also argued by (Avolio & Bass. 1987 and House.1977 as cited by Conger, et al. 1988) that at the apex level of charismatic leadership, a leader is seen as demonstrating or addressing the individual needs of followers (treating followers on a one-to-one basis) and they encourage followers to look at old problems in new ways through intellectual stimulation. It is rather confusing as at the apex charismatic leaders become transformational leader as they are using built-in behaviors of transformational (Graham, 1987 as cited by Conger, et al. 1988) From this juncture, the author of this essay is convinced that, charismatic is a very important part of the transformational leadership theory and the two are overlapping but not contradicting (Propper, 1994 as cited by Conger & Kanungo, 1994). The charismatic leadership includes among other things, a sensitivity to followers’ feelings which is also become necessary in a transformational leadership environment in order to prevent resentment (Conger & Kanungo, 1994). The author agrees with (Conger & Kanungo, 1994. p. 441-442) who say that, “what distinguishes these two theories has Hamad Bakar Hamad
MBA in Maritime Management 000455020
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little to do with any fundamental differences in the leader’s behavior or tactics but rather with the perspectives from which the leadership phenomenon is viewed.” Surprisingly despite all these criticism directed toward transformational leadership theory, none is negating output of the theory to organization performance including in military operations. “The Russians are very good at fighting but when their commander died, all their strategies and plan ceased with immediate effects but Americans they will keep on fighting even if they lose their leader, ... even corporal can lead others with no significant changes”. Added one Chechnya commander during Chechnya and Russian war of 1994-1996. (Colonel: Homrig, 2001 Transformational leader and abuse of power Transformational leaders tend to empower their followers, they also try to make their followers aware of the biggest issues ahead of them, making them ready to trade their own self-interests for the organization’s interests also leaders become role model to their followers hence; followers will accept and trust their leader by giving their hearts (Northouse, 2004 as cited by Tucker & Russell, 2004) Transformational leaders have two powers in an organization as far as the transformational leadership theory is concerned (Russell, 2004); 1) from his/her personal characters that followers are emotional happy to follow without any arguments, 2) is from organization structure that allow indispensable authority and power to leaders. It has been criticized that Transformational leader are somehow talented with special traits which followers have no way of accessing; consequently the follower’s destinies are inescapably tied to the ambitions of their dominants leaders (Northouse, 1997 as cited by Clark, 2009). Another concern arises when transformational leader uses powers, authorities and trust given by organization and followers in an unethical way in benefiting himself/herself in the expense of followers and organization. It is expected that transformational leader will be leading by pulling and not pushing, leader as a human, has positive and dark side, only positive side transformational leader should Hamad Bakar Hamad
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keep on using all time (Bass & Steidlmeir, 1999 as cited by Parry & Proctor-Thomas, 2002). Power can be danger if leaders use their dark side to benefit themself alone without paying attention to followers and organization needs. Transformational leaders can use organization structure to overpower followers and undermine the ultimate goal of the organization. From this end, author is backing the theory that leader has to be given enough power to fulfill the mission, power is source of leader’s confidence in doing the job when is a genuine leader with moral character, ethical values and morality of ethnical process (Bass and Stedlmeier 1999 as cited by Griffith, 2007). It’s important for leaders, followers and organization to be able to detect any kind of dark side of leaders as early as possible to avoid consequences,
Inefficiency of Multifactor leadership questionnaire (MLQ) The most well known tool for Transformational Leadership measurement is the Multifactor Leadership Questionnaire, known as the MLQ. (Bass, 1999) This tool has 142 questionnaires relating to leader’s behaviors. MLQ package has two forms of questionnaires to be answered, 1) The MLQ- the Leader Form, which is completed by the leader themselves, and the Rater Form, which is completed by the followers. As the Leader form would naturally contain a bias, the Rater form is considered to be the more important of the two (Bradley & Charbonneau, 2004 and Bass & Riggio, 2006). Despite the MLQ being consistence and accurate in measuring leadership behaviors to alpha coefficients of 0.80 (Bass & Riggio, 2006), still is subject to many criticisms from its s and researchers in particular. However, meta-analysis looks like a solution (Bass & Riggio. 2006) One critics is, MLQ has been in constantly changing to cope with the researchers needs leading to many MQL versions which ultimately crating confusions on which is best predictor of leadership behaviors. It has been questionable issue from researchers for ages as MLQ lacks consistency, reliability and applicability as a research platform to Hamad Bakar Hamad
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measure transformational leadership behaviors, hence leading to significant variants in research results which misleading to systematic flow of transformational leadership theory (Tajeda, et al. 2001 as cited by Parry & Proctor-Thomas, 2002). “Bass and his colleagues are unclear as to when we can categories someone as a transformational leader due to the fact that there are four factors of transformational leadership behaviors, so it is likely that leaders will exhibit some but not all of the factors, how can this leader be called?, what happen if leader possess some of the behavior in some time but lose them in other time?” (Bradley & Charbonneau, 2004. P. 10). MQL as a measuring tool is based on few assumptions (4I’s) which seemed not enough to predict transformational leadership behavior (Lievens, et al. 1997), at the same time these behaviors are highly correlated to the extent that follower cannot distinguish when leader is transformational and when is charisma (Yammarino & Dubinsky, 1994 as cited by Lievens, et al. 1997). In responding to the pioneer who went deep against MLQ, Tajeda, el al. 2001, on inconsistency of MLQ, it is hereby, and therefore MLQ ed by the author on the ground that, it’s a basic starting point for all researches, despites of its principal weakness. MLQ5X version by Bass and Avolio, 1997, for example provide adequate to capture the full leadership behaviors of transformational leaders. (Muenjohn & Armstrong, 2008). It has also been defended by (Bass & Riggio. 2006) that Tajeda, el al. 2001 that the uses of non-homogeneous samples in their study leading to wrong results. From this end, the MLQ is there to exist, only changes and developments are required, if combined with other methods can absolutely provide insight picture of leadership behaviors, uses of assessment-center exercise or personality questionnaires could also strengthen the results. (Lievens, et al. 1997)
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Power and Morality effects of transformational leadership For any transformational leader to be successful in this/her intended mission and vision objectives has to motivate followers and exert high level of mortality by discussing with them the target to be achieved and empower them by raising their levels and working ability (Tenbergen, 2001). It is the high level of positive morality to followers and an ethical behavior of the transformational leader that will raise the organization performance beyond expectations (Hall, el at. 2002. p .2 as cited by Hay, 2006 ). It is even further defined that transformational leadership is the product of power and morality, a leader could have enough power in of organizational structure and person’s character but if there is a negative mortality, the output is just disasters (Tenvergen, 2001. p. 3 -5).
Leadership Power X
Morality
Source: Author, 2011
Transformational leader has to exercise morality to follower to the extent that follower forgive their own needs for the organization objectives. This high level of morality that transformational leader is putting into his/her followers have been heavily criticized by scholars and researchers in particular libertarians and organizational development consultants (Griffin, 2003) that Excessive motivation and morality to followers will leads into negative results to the organization and unnecessary high amount of stress to the followers. In addition to that, reward they are getting is not matched with their efforts; much goes to organization rather than to the followers (Carlson & Perrewe. 1995 as cited by Tenbergen, 2001). It is even criticized further by (Bass, 1997 as cited by Tucker & Russell, 2004) that mostly transformational leaders lacks the checks and balances of countervailing interests, influences and power that will help in avoiding dictatorship and oppression of minority by a majority. As opposed to the transactional leadership theory, where the higher the Hamad Bakar Hamad
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morality of the followers the higher the benefits they going to have in of reward, but the transformational reward are not depending on the output! As discussed, morality is a key element in transformational leadership; followers have to work hard toward organization objectives, unless motivated they will not. This policy is ed by the author provided that, morality will not exceed limit. The author concurs with (Gecas, 1982 as cited by Shamir, et al. 1993) that, followers are motivated to maintain and enhance not only organization targets but also their self-esteem and self-worth. Self-esteem is based on a sense of competence, power, and ability to cope with and control one’s environment. Self-worth is based on a sense of virtue and moral worth and is grounded in norms and value concerning conduct.
Conclusion In line with the globalised world, transformational leadership is what best fit the purposes, even consumers now they are asking their super markets where you bought these products that you are selling to us, if unsatisfied with source of supply then business is just ended. Critics and not criticisms are what the author has trying to discuss, MLQ remain to be platform of all coming leadership researches, ethical leader with proper organizational frame work can avoid any change of power abuses while morality remain to be key factor for any transformational leadership to success. The author is hereby recommending the transformational leadership theory to be adapted in every sector and to avoid some of charismatic behavior within the leadership scope.
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MBA in Maritime Management 000455020
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Reference: 1. Bass, B.M & Riggio, R.E. 2006. Transformational Leadership. 2nd Edition. East Sussex. Psychology Press- USA 2. Bass, B.M, 1999. Two Decades of Research and Development in Transformational leadership. [ON LINE] Vol. 8(1), 9-32. Available at Journal of Work and Organizational Psychology. Psychology Press Ltd-USA 3. Boone, M., 2006. The Dirk Side of Transformational leadership. [ON LINE] Available at: http://www.journalofphilosophyandhistoryofeducation.com. Vol.56. Texas State University. USA 4. Bradley, P. & Charbonneau, D. 2004. Transformational Leadership: Something New, something old: [ON LINE] Spring, 2004; IS2002-2574. Available at: http://www.forces.gc.ca/Vo5/no1/mp-pm-eng.asp Military psychology, Canadian Military Journal. 5. Carless, S. A, 2000. A short measure of Transformational leadership: [ON LINE] Accessed on; 31/12/2010. Vol.14, No. 3 (sept., 2000), pp. 389-405. Available at: http://www.jstor.org/stable/25077344. Journal of Business and Psychology. 6. Cherry, K. 2010. Transformational Leadership: what is transformational leadership? [ON LINE] Available at: http:// www.psychology.about.com/od/leadership/a/transformational.htm. 7. Clark, P. 2009. Legitimate Power: Power and Church leader 1. [ON LINE] Accessed on: 12th April 2009. Accessed on; http://www.paulclark/typepad.com. 8. Conger, J. A. 1988. Charismatic leadership: The elusive factor in organization effectiveness. Jossey-Bass Publisher. 9. Conger, J.A & Kanungo, R.N. 1994. Charismatic leadership in organization: Perceived behavioral attributes and their measurement. [ON LINE] Journal of organizational behavior, Vol. 15, No. 5. p. 439-452. Accessed on: 08th January 2011. Available at: http://www.jstor.org/stable/2488215 Published by John Wiley & Sons. 10. Conger, J.A. 2000. Charismatic leadership and follower effects; Accessed on: 01/01/2011. Available at: http//www.jstor.org/stable/3100311. Journal of Organization Behavior, Vol. 21, No. 7 (Nov., 2000). Pp. 747-767. Published by. John Wiley & Sons. 11. Griffin, D. 2003. Transformational Leadership. [ON LINE] Accessed 22nd March 2004. Available at: http://www.desgriffin.com.leadership/transfromation.htm 12. Griffith, S.D. 2007. Servant leadership, ethics and the domains of Leadership. Regent UniversityResearch roundtable. Available at: http://www.regent.edu/acad/global/publications/sl_proceedings/2007/griffith.p df Hamad Bakar Hamad
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13. Hay, I. 2006. Leadership of Stability and leadership of Volatility: Transactional and Transformational Leaderships Compared: [ON LINE] accessed on: 14th September 2010. Vol.4 Issue 4 Fall 2006. ISSN: 1533-7812. Available at: http://www.academicleadership.org/article/leadership 14. John, el at., 2002. Transformational Leadership: The Transformation of Managers and Associates. HR20. Available at: http://www.edis.ifas.ufl.edu . University of Florida. 15. Karl W.K. & Lewis, P. 1987. Transactional and Transformational Leadership: A Constructive/Developmental Analyses. [ON LINE] Vol. 12, No. 4, 648-657. Available at: http://www.jstor.org/stable/2508070. Academy of Management. 16. Lievens, et al. 1997. Identification of Transformational Leadership Qualities: An Examination of Potential Biases. [ON LINE] Vol. 6(4), p. 415-430. European Journal of work and Organization Psychology. University of Ghent-Belgium 17. Mandell, B. & Pherwani, S. 2003. Relationship between emotional intelligence and transformational leadership style: A Gender comparison. Vol, 17. No. 3. Accessed on: Spring 2003. Journal of Business Psychology- 0889-3268/03/03000387/0- Humana Science Press, Inc. 18. Mandell, B. & Phewani, S. 2003. Relationship between emotional intelligence and transformational leadership style: A Gender comparison. [ON LINE] Vol. 17, No. 3. Available at: http://www.jstor.org. Journal of Business and Psychology. 19. Marturano, A. 2004. Transformational leadership: A Critique. 3rd Leadership Workshop, University of Exeter, 15-16 December-UK. Available at: http://www.ceters.exeter.ac.uk/cls/reserch/abstract.phd?id=71 20. Muenjohn, N. & Armstrong, A. 2008. Evaluating the Structural Validity of the Multifactor Leadership Questionnaire (MLQ), Capturing the Leadership Factors of Transformational-Transactional Leadership. [ON LINE] Vol. 4, No. 1. P. 3-14. Available at: http://www.cmr-journal.org//704/2045. Contemporary Management Research. 21. Muenjohn, N. & Armstrong, A. 2008. Evaluating the structural validity of the multifactor leadership questionnaire (MLQ), capturing the leadership factors of transformational-transactional leadership. Vol. 4, No. 1. p. 3-14. Accessed on March 2008. Contemporary Management Research. 22. Musser, S.J. 2000. The determination of positive and negative charismatic leadership. Available at: http://www.changingminds.org/disciplines/leadership/styles/charismatic_leader ship.htm
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23. Parry, W.K & Proctor, B.S. 2002. Perceived integrity of transformational leaders in organizational settings: [ON LINE] Journal of Business Ethics, 35(2), January (II), 75-95. Available at: http://www.aacom.net/member_all/parr_ken/perceived.pdf 24. Russell, R. F. 2004.The influence of the Transformational Leader: [ON LINE] Accessed on: 1st April 2004: Available at: http://www.allbusiness.com/buying_exiting_businesses/3503588-1.html 25. Shamir, et al, 1993. The motivational effects of charismatic leadership: A selfConcept based theory. [ON LINE] Organization Science. Vol. 4, No. 4 (Nov., 1993) p. 577-594. Available at: http://www.jstor.org/stable/2635081 IMFOMS 26. Taly, el al. 2002. Impact of Transformational leadership on follower development and performance: a field experiment: [ON LINE] Accessed on; 31st December 2010. Vol. 45, No. 4 (August, 2002) pp. 735-744. Available at: http://www.jstor.org/stable/3069307. Academy of Management Journal. 27. Tenbergen, Rasmus. 2001. Leadership, Morality and Power: The Leadership Quotient. R.Tenbergen: Available at: http://www.rasmustenbergen.de/publikationed/leadership_by_Tenbergen.pdf Political Advocacy and leadership. A multimedia Course for the Erfurt School of Public Policy, Erfurt University Teaching Material, Erfurt. 28. Tucker, B.A & Russell, R.F, 2004. Influence of the Transformational Leader: Accessed: Spring, 2004. Available at: http://www.findarticles.com/p/articles. Journal of Leadership & Organization Studies. 29. Willium, L. K., el al. 1995. The effects of transformational leadership of teacher attitudes and student performance in Singapore. [ON LINE] Accessed on; 31st December 2010. Vol. 16, No. 4 (July, 1995), pp.319-333. Available at: http://www.jstor.org/stable/2488561 . Journal of Organization Behavior. 30. Kreindy, G. 2000. Transformational leadership: Instituting Revolutionary Change in Your ing Firm. [ON LINE] Accessed on: 1st May 2000. Available at: http://www.allbusiness.com/human-resources/employee-developmentleadeship/553738-1.html 31. Doyle, M.E. & Smith, M. 2009. Classical Leadership: Accessed on: September 2001. Available at: http://www.infed.org/leadership/traditional_leadership.htm Published by Born and Red. 32. Colonel: Homrig, M. A. 2001. Transformational Leadership. [ON LINE] Accessed on: 21st December 2001. Available at: http://www.leadership.au.af.mil/documents/homrig.htm Air University-USA
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Essay in ing Transformational Leadership Theory Introduction; Transformational leadership theory is the most current leadership theory that attracts many discussions and researches at different levels to prove its effectiveness in current world leadership’s pattern, but some are against it. Transformational leadership is all about empowering followers to develop themselves and improving their performance beyond expectation (Bass & Avolio, 1990 as cited by Taly el al., 2002). It has also been argued by (William, L. K., et al. 1995. p. 331) that “transformational leaders have charismatic leadership behavior whereby they attempt to inspire their followers in return to faith and respect. They also have a clear sense of mission that they attempt to convey to their followers. It further evidenced that such leaders also tend to have superior debating skills, technical expertise and persuasive skills.” The transformational leadership theory’s platform is build of four main concepts (Intellectual Simulation, Individualized consideration, Idealized Influence and Inspiration Motivation) which are under heavy criticism from the opposing side of the idea that they are highly correlated to charismatic behaviors (Northouse, 2007 as cited by Marturano, 2004).
Meanwhile transactional leadership theory uses the existing
organizational structures to build energy of the followers in return for rewards. (Davidhizer & Shearer, 1997 as cited by Bruce & Robert, 2004)
Hamad Bakar Hamad
MBA in Maritime Management 000455020
Page 1
Four I’s of transformational leadership theory: Intellectual Simulation- the leader encourages followers to explore new ways of doing things and new opportunities to learn. Individualized considerationTransformational leader encourage and give to individual follower to achieve their targets. Inspiration Motivationtransformational leaders have clear vision which want to to his or her followers in order to help achieve target. Idealized Influencetransformation leader act as a role model or mentor to the followers in an organization (Bass & Riggio, 2006. p. 5-7).
From these perspectives, some scholars have criticized the transformational leadership theory on the ground that is based on few concepts which are not enough to the idea during its innovation i.e 4I’s. They added further that is difficult to train others to be transformational leaders. Nevertheless other the theory by saying it’s based on on-to-one individuals and recognized the value and needs of followers. (Northouse, 2001 as cited by John, el at., 2002)
The author of this essay is hereby ing the transformational leadership theory, on which this discussion will shed some light into common criticism of the transformational leadership theory. In particular argument will be based on Contradiction existing between transformational leadership and charismatic, the danger of transformational leaders to abuse power, Inefficiency of Multifactor leadership questionnaire (MLQ) and the concept of Power and Morality effects of transformational leadership.
Hamad Bakar Hamad
MBA in Maritime Management 000455020
Page 2
Discussion; Contradiction between Transformational leadership and Charismatic leadership Transformational leader is an “icon” to organization especially in an organization where this leader did what was thought to be impossible (Bass & Avolio, 1994 as cited by Mandell & Pherwani, 2003).
Hitler is best example of Charismatic leader while Gandhi is highly inspirational transformational leader. (Doyle & Smith 2009) It has also been argued by (Burns, 1978 as cited by Tucker & Russell, 2004) that a transformational leader will elevate his/her followers to a higher level of achievement by his/her inspiration motivation; moreover followers will strive to organization needs in expense of their own needs. Transformational leadership is leadership style which is based on four behaviors commonly known as the 4Is. They are Idealized Influence, Inspiration Motivation, Intellectual Simulation, Individualized consideration (Bass & Riggio. 2006). Typically the first two behaviors are charismatic behaviors (Mandell & Pherwani, 2003) whereby a leader inspire his/her followers to the extent that they reach a high level of believe that without him or her an organization can’t move any step forward. From this end, a red line can be drawn between the transformational leader to the charismatic one, the former is working on behalf of his/her followers and organization while the latter keeps his/her own agenda to the expense of the followers and organization. Some examples of individuals who are considered transformational leaders include, Bill Gates of Microsoft, Steve Jobs of Apple, Michael Dell of Dell Computer Corporation, Jeff Bezos of Amazon.com, Lou Gerstner of IBM, and Jack Welch of GE. (Kreindy, 2000) Critics of transformational and charismatic leadership lie on its ambiguity in differentiating between the two. (Bass, 1995 as sited by Yukl, 1999) stressed that, Hamad Bakar Hamad
MBA in Maritime Management 000455020
Page 3
‘charisma’ is a necessary component of the transformational leadership; he noted further, that a leader can be charismatic without being transformational. It is not clear where charismatic leader cannot be transformational and the opposite is also true. There is confusion even in their definition both theories insist on follower’s empowerment and trust but differ on the inner value and intention of the leader something that cannot be seen easily (Bryan, 1993 as cited by Yukl, 1999). In their study of charismatic leadership (Conger, et al. 1988.p.6), “they concluded that, the development of charismatic leadership is assumed to be a transformational leadership process and transformational leaders are assumed to be charismatic as well as intellectual stimulating, inspirational and so forth... pure charismatic has attracted followers’ attention, convinced them of the merits of his or her vision, and established a strong following”. From this end, it is even further clouded to get clear distinction between the two as they are both playing on the same platform of leadership behaviors such as inspiration motivation. It was also argued by (Avolio & Bass. 1987 and House.1977 as cited by Conger, et al. 1988) that at the apex level of charismatic leadership, a leader is seen as demonstrating or addressing the individual needs of followers (treating followers on a one-to-one basis) and they encourage followers to look at old problems in new ways through intellectual stimulation. It is rather confusing as at the apex charismatic leaders become transformational leader as they are using built-in behaviors of transformational (Graham, 1987 as cited by Conger, et al. 1988) From this juncture, the author of this essay is convinced that, charismatic is a very important part of the transformational leadership theory and the two are overlapping but not contradicting (Propper, 1994 as cited by Conger & Kanungo, 1994). The charismatic leadership includes among other things, a sensitivity to followers’ feelings which is also become necessary in a transformational leadership environment in order to prevent resentment (Conger & Kanungo, 1994). The author agrees with (Conger & Kanungo, 1994. p. 441-442) who say that, “what distinguishes these two theories has Hamad Bakar Hamad
MBA in Maritime Management 000455020
Page 4
little to do with any fundamental differences in the leader’s behavior or tactics but rather with the perspectives from which the leadership phenomenon is viewed.” Surprisingly despite all these criticism directed toward transformational leadership theory, none is negating output of the theory to organization performance including in military operations. “The Russians are very good at fighting but when their commander died, all their strategies and plan ceased with immediate effects but Americans they will keep on fighting even if they lose their leader, ... even corporal can lead others with no significant changes”. Added one Chechnya commander during Chechnya and Russian war of 1994-1996. (Colonel: Homrig, 2001 Transformational leader and abuse of power Transformational leaders tend to empower their followers, they also try to make their followers aware of the biggest issues ahead of them, making them ready to trade their own self-interests for the organization’s interests also leaders become role model to their followers hence; followers will accept and trust their leader by giving their hearts (Northouse, 2004 as cited by Tucker & Russell, 2004) Transformational leaders have two powers in an organization as far as the transformational leadership theory is concerned (Russell, 2004); 1) from his/her personal characters that followers are emotional happy to follow without any arguments, 2) is from organization structure that allow indispensable authority and power to leaders. It has been criticized that Transformational leader are somehow talented with special traits which followers have no way of accessing; consequently the follower’s destinies are inescapably tied to the ambitions of their dominants leaders (Northouse, 1997 as cited by Clark, 2009). Another concern arises when transformational leader uses powers, authorities and trust given by organization and followers in an unethical way in benefiting himself/herself in the expense of followers and organization. It is expected that transformational leader will be leading by pulling and not pushing, leader as a human, has positive and dark side, only positive side transformational leader should Hamad Bakar Hamad
MBA in Maritime Management 000455020
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keep on using all time (Bass & Steidlmeir, 1999 as cited by Parry & Proctor-Thomas, 2002). Power can be danger if leaders use their dark side to benefit themself alone without paying attention to followers and organization needs. Transformational leaders can use organization structure to overpower followers and undermine the ultimate goal of the organization. From this end, author is backing the theory that leader has to be given enough power to fulfill the mission, power is source of leader’s confidence in doing the job when is a genuine leader with moral character, ethical values and morality of ethnical process (Bass and Stedlmeier 1999 as cited by Griffith, 2007). It’s important for leaders, followers and organization to be able to detect any kind of dark side of leaders as early as possible to avoid consequences,
Inefficiency of Multifactor leadership questionnaire (MLQ) The most well known tool for Transformational Leadership measurement is the Multifactor Leadership Questionnaire, known as the MLQ. (Bass, 1999) This tool has 142 questionnaires relating to leader’s behaviors. MLQ package has two forms of questionnaires to be answered, 1) The MLQ- the Leader Form, which is completed by the leader themselves, and the Rater Form, which is completed by the followers. As the Leader form would naturally contain a bias, the Rater form is considered to be the more important of the two (Bradley & Charbonneau, 2004 and Bass & Riggio, 2006). Despite the MLQ being consistence and accurate in measuring leadership behaviors to alpha coefficients of 0.80 (Bass & Riggio, 2006), still is subject to many criticisms from its s and researchers in particular. However, meta-analysis looks like a solution (Bass & Riggio. 2006) One critics is, MLQ has been in constantly changing to cope with the researchers needs leading to many MQL versions which ultimately crating confusions on which is best predictor of leadership behaviors. It has been questionable issue from researchers for ages as MLQ lacks consistency, reliability and applicability as a research platform to Hamad Bakar Hamad
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measure transformational leadership behaviors, hence leading to significant variants in research results which misleading to systematic flow of transformational leadership theory (Tajeda, et al. 2001 as cited by Parry & Proctor-Thomas, 2002). “Bass and his colleagues are unclear as to when we can categories someone as a transformational leader due to the fact that there are four factors of transformational leadership behaviors, so it is likely that leaders will exhibit some but not all of the factors, how can this leader be called?, what happen if leader possess some of the behavior in some time but lose them in other time?” (Bradley & Charbonneau, 2004. P. 10). MQL as a measuring tool is based on few assumptions (4I’s) which seemed not enough to predict transformational leadership behavior (Lievens, et al. 1997), at the same time these behaviors are highly correlated to the extent that follower cannot distinguish when leader is transformational and when is charisma (Yammarino & Dubinsky, 1994 as cited by Lievens, et al. 1997). In responding to the pioneer who went deep against MLQ, Tajeda, el al. 2001, on inconsistency of MLQ, it is hereby, and therefore MLQ ed by the author on the ground that, it’s a basic starting point for all researches, despites of its principal weakness. MLQ5X version by Bass and Avolio, 1997, for example provide adequate to capture the full leadership behaviors of transformational leaders. (Muenjohn & Armstrong, 2008). It has also been defended by (Bass & Riggio. 2006) that Tajeda, el al. 2001 that the uses of non-homogeneous samples in their study leading to wrong results. From this end, the MLQ is there to exist, only changes and developments are required, if combined with other methods can absolutely provide insight picture of leadership behaviors, uses of assessment-center exercise or personality questionnaires could also strengthen the results. (Lievens, et al. 1997)
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Power and Morality effects of transformational leadership For any transformational leader to be successful in this/her intended mission and vision objectives has to motivate followers and exert high level of mortality by discussing with them the target to be achieved and empower them by raising their levels and working ability (Tenbergen, 2001). It is the high level of positive morality to followers and an ethical behavior of the transformational leader that will raise the organization performance beyond expectations (Hall, el at. 2002. p .2 as cited by Hay, 2006 ). It is even further defined that transformational leadership is the product of power and morality, a leader could have enough power in of organizational structure and person’s character but if there is a negative mortality, the output is just disasters (Tenvergen, 2001. p. 3 -5).
Leadership Power X
Morality
Source: Author, 2011
Transformational leader has to exercise morality to follower to the extent that follower forgive their own needs for the organization objectives. This high level of morality that transformational leader is putting into his/her followers have been heavily criticized by scholars and researchers in particular libertarians and organizational development consultants (Griffin, 2003) that Excessive motivation and morality to followers will leads into negative results to the organization and unnecessary high amount of stress to the followers. In addition to that, reward they are getting is not matched with their efforts; much goes to organization rather than to the followers (Carlson & Perrewe. 1995 as cited by Tenbergen, 2001). It is even criticized further by (Bass, 1997 as cited by Tucker & Russell, 2004) that mostly transformational leaders lacks the checks and balances of countervailing interests, influences and power that will help in avoiding dictatorship and oppression of minority by a majority. As opposed to the transactional leadership theory, where the higher the Hamad Bakar Hamad
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morality of the followers the higher the benefits they going to have in of reward, but the transformational reward are not depending on the output! As discussed, morality is a key element in transformational leadership; followers have to work hard toward organization objectives, unless motivated they will not. This policy is ed by the author provided that, morality will not exceed limit. The author concurs with (Gecas, 1982 as cited by Shamir, et al. 1993) that, followers are motivated to maintain and enhance not only organization targets but also their self-esteem and self-worth. Self-esteem is based on a sense of competence, power, and ability to cope with and control one’s environment. Self-worth is based on a sense of virtue and moral worth and is grounded in norms and value concerning conduct.
Conclusion In line with the globalised world, transformational leadership is what best fit the purposes, even consumers now they are asking their super markets where you bought these products that you are selling to us, if unsatisfied with source of supply then business is just ended. Critics and not criticisms are what the author has trying to discuss, MLQ remain to be platform of all coming leadership researches, ethical leader with proper organizational frame work can avoid any change of power abuses while morality remain to be key factor for any transformational leadership to success. The author is hereby recommending the transformational leadership theory to be adapted in every sector and to avoid some of charismatic behavior within the leadership scope.
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Reference: 1. Bass, B.M & Riggio, R.E. 2006. Transformational Leadership. 2nd Edition. East Sussex. Psychology Press- USA 2. Bass, B.M, 1999. Two Decades of Research and Development in Transformational leadership. [ON LINE] Vol. 8(1), 9-32. Available at Journal of Work and Organizational Psychology. Psychology Press Ltd-USA 3. Boone, M., 2006. The Dirk Side of Transformational leadership. [ON LINE] Available at: http://www.journalofphilosophyandhistoryofeducation.com. Vol.56. Texas State University. USA 4. Bradley, P. & Charbonneau, D. 2004. Transformational Leadership: Something New, something old: [ON LINE] Spring, 2004; IS2002-2574. Available at: http://www.forces.gc.ca/Vo5/no1/mp-pm-eng.asp Military psychology, Canadian Military Journal. 5. Carless, S. A, 2000. A short measure of Transformational leadership: [ON LINE] Accessed on; 31/12/2010. Vol.14, No. 3 (sept., 2000), pp. 389-405. Available at: http://www.jstor.org/stable/25077344. Journal of Business and Psychology. 6. Cherry, K. 2010. Transformational Leadership: what is transformational leadership? [ON LINE] Available at: http:// www.psychology.about.com/od/leadership/a/transformational.htm. 7. Clark, P. 2009. Legitimate Power: Power and Church leader 1. [ON LINE] Accessed on: 12th April 2009. Accessed on; http://www.paulclark/typepad.com. 8. Conger, J. A. 1988. Charismatic leadership: The elusive factor in organization effectiveness. Jossey-Bass Publisher. 9. Conger, J.A & Kanungo, R.N. 1994. Charismatic leadership in organization: Perceived behavioral attributes and their measurement. [ON LINE] Journal of organizational behavior, Vol. 15, No. 5. p. 439-452. Accessed on: 08th January 2011. Available at: http://www.jstor.org/stable/2488215 Published by John Wiley & Sons. 10. Conger, J.A. 2000. Charismatic leadership and follower effects; Accessed on: 01/01/2011. Available at: http//www.jstor.org/stable/3100311. Journal of Organization Behavior, Vol. 21, No. 7 (Nov., 2000). Pp. 747-767. Published by. John Wiley & Sons. 11. Griffin, D. 2003. Transformational Leadership. [ON LINE] Accessed 22nd March 2004. Available at: http://www.desgriffin.com.leadership/transfromation.htm 12. Griffith, S.D. 2007. Servant leadership, ethics and the domains of Leadership. Regent UniversityResearch roundtable. Available at: http://www.regent.edu/acad/global/publications/sl_proceedings/2007/griffith.p df Hamad Bakar Hamad
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13. Hay, I. 2006. Leadership of Stability and leadership of Volatility: Transactional and Transformational Leaderships Compared: [ON LINE] accessed on: 14th September 2010. Vol.4 Issue 4 Fall 2006. ISSN: 1533-7812. Available at: http://www.academicleadership.org/article/leadership 14. John, el at., 2002. Transformational Leadership: The Transformation of Managers and Associates. HR20. Available at: http://www.edis.ifas.ufl.edu . University of Florida. 15. Karl W.K. & Lewis, P. 1987. Transactional and Transformational Leadership: A Constructive/Developmental Analyses. [ON LINE] Vol. 12, No. 4, 648-657. Available at: http://www.jstor.org/stable/2508070. Academy of Management. 16. Lievens, et al. 1997. Identification of Transformational Leadership Qualities: An Examination of Potential Biases. [ON LINE] Vol. 6(4), p. 415-430. European Journal of work and Organization Psychology. University of Ghent-Belgium 17. Mandell, B. & Pherwani, S. 2003. Relationship between emotional intelligence and transformational leadership style: A Gender comparison. Vol, 17. No. 3. Accessed on: Spring 2003. Journal of Business Psychology- 0889-3268/03/03000387/0- Humana Science Press, Inc. 18. Mandell, B. & Phewani, S. 2003. Relationship between emotional intelligence and transformational leadership style: A Gender comparison. [ON LINE] Vol. 17, No. 3. Available at: http://www.jstor.org. Journal of Business and Psychology. 19. Marturano, A. 2004. Transformational leadership: A Critique. 3rd Leadership Workshop, University of Exeter, 15-16 December-UK. Available at: http://www.ceters.exeter.ac.uk/cls/reserch/abstract.phd?id=71 20. Muenjohn, N. & Armstrong, A. 2008. Evaluating the Structural Validity of the Multifactor Leadership Questionnaire (MLQ), Capturing the Leadership Factors of Transformational-Transactional Leadership. [ON LINE] Vol. 4, No. 1. P. 3-14. Available at: http://www.cmr-journal.org//704/2045. Contemporary Management Research. 21. Muenjohn, N. & Armstrong, A. 2008. Evaluating the structural validity of the multifactor leadership questionnaire (MLQ), capturing the leadership factors of transformational-transactional leadership. Vol. 4, No. 1. p. 3-14. Accessed on March 2008. Contemporary Management Research. 22. Musser, S.J. 2000. The determination of positive and negative charismatic leadership. Available at: http://www.changingminds.org/disciplines/leadership/styles/charismatic_leader ship.htm
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23. Parry, W.K & Proctor, B.S. 2002. Perceived integrity of transformational leaders in organizational settings: [ON LINE] Journal of Business Ethics, 35(2), January (II), 75-95. Available at: http://www.aacom.net/member_all/parr_ken/perceived.pdf 24. Russell, R. F. 2004.The influence of the Transformational Leader: [ON LINE] Accessed on: 1st April 2004: Available at: http://www.allbusiness.com/buying_exiting_businesses/3503588-1.html 25. Shamir, et al, 1993. The motivational effects of charismatic leadership: A selfConcept based theory. [ON LINE] Organization Science. Vol. 4, No. 4 (Nov., 1993) p. 577-594. Available at: http://www.jstor.org/stable/2635081 IMFOMS 26. Taly, el al. 2002. Impact of Transformational leadership on follower development and performance: a field experiment: [ON LINE] Accessed on; 31st December 2010. Vol. 45, No. 4 (August, 2002) pp. 735-744. Available at: http://www.jstor.org/stable/3069307. Academy of Management Journal. 27. Tenbergen, Rasmus. 2001. Leadership, Morality and Power: The Leadership Quotient. R.Tenbergen: Available at: http://www.rasmustenbergen.de/publikationed/leadership_by_Tenbergen.pdf Political Advocacy and leadership. A multimedia Course for the Erfurt School of Public Policy, Erfurt University Teaching Material, Erfurt. 28. Tucker, B.A & Russell, R.F, 2004. Influence of the Transformational Leader: Accessed: Spring, 2004. Available at: http://www.findarticles.com/p/articles. Journal of Leadership & Organization Studies. 29. Willium, L. K., el al. 1995. The effects of transformational leadership of teacher attitudes and student performance in Singapore. [ON LINE] Accessed on; 31st December 2010. Vol. 16, No. 4 (July, 1995), pp.319-333. Available at: http://www.jstor.org/stable/2488561 . Journal of Organization Behavior. 30. Kreindy, G. 2000. Transformational leadership: Instituting Revolutionary Change in Your ing Firm. [ON LINE] Accessed on: 1st May 2000. Available at: http://www.allbusiness.com/human-resources/employee-developmentleadeship/553738-1.html 31. Doyle, M.E. & Smith, M. 2009. Classical Leadership: Accessed on: September 2001. Available at: http://www.infed.org/leadership/traditional_leadership.htm Published by Born and Red. 32. Colonel: Homrig, M. A. 2001. Transformational Leadership. [ON LINE] Accessed on: 21st December 2001. Available at: http://www.leadership.au.af.mil/documents/homrig.htm Air University-USA
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