REPORTERS NOTE

PREVIOUS NOTES:

was also known for his charisma-and for the tragedies his
leadership brought to his followers and others. Transformational leaders find meaning and
excitement in their work lives, but they can pose great dangers if their goals and values are
opposed to the basic tenets of civilized society.

Transformational leadership theory

The concept of transformational leadership started with James V. Downton in

1973 and was expanded by James Burns in 1978. In 1985, researcher
Bernard M. Bass further expanded the concept to include ways for measuring
the success of transformational leadership. This model encourages leaders
to demonstrate authentic, strong leadership with the idea that employees will
be inspired to follow suit.While Bass’ transformational leadership theory
dates to the ’70s, it’s still an effective leadership model practiced today this
style of authentic leadership never changes, just the environments it’s used
in. It’s applicable across every industry, but it’s especially vital to the fast-
paced tech industry where innovation and agility can make or break a
company.

Transformational Leadership vs. Transactional Leadership

Transformational leadership is often contrasted with transactional leadership, a
style that is essentially the opposite of transformational. In the transactional approach,
leaders motivate their subordinates through the use of rewards and punishment.
While the transformational approach focuses on communication, inspiration, and
positive reinforcement, transactional leaders supervise, monitor performance, and
create routines to maximize efficiency. While the transactional approach can be
effective in some situations, it does not foster loyalty, innovation, or creativity.

Transactional
Motivates using rewards and punishments
Focused on compliance
Tends to focus on short-term goals
Uses extrinsic rewards (pay, promotions, etc.
Transformational
Motivates using enthusiasm and charismatic inspiration
Focused on commitment
More focused on long-term success

Potential Pitfalls of Transformational Leadership

 Uses intrinsic rewards (esteem, pride, etc.)
 While transformational leadership is often viewed as one of the best approaches to
leadership, that doesn't mean that it is necessarily right for every situation. For example,
when group members need more guidance and direction, it can be more effective to
utilize a more transactional approach.
The transactional style can help improve group cohesion and commitment, but it can also
contribute to burnout when group members feel constantly pressured to give up all of
their time and effort to support the goals of the group.
In situations where a lot of creativity and innovation are important to success, a
transformational style is often a beneficial approach. But if the focus is on achieving a
prescribed set of short-term goals, taking a more transactional approach might lead to less
chaos and better results.

Takeaways
The transformational style of leadership can be highly effective when used appropriately,
but it might not necessarily be the best choice for every situation. In some cases, groups may
require a more managerial or autocratic style that involves closer control and greater direction,
particularly in situations where group member are unskilled and need a lot of oversight.
One way to improve your own leadership skills is to assess your own current leadership
style and think about ways in which your strengths can benefit the group you are leading.
By evaluating your own skills, you will be better able to play to your strengths and work

REPORTING BY SLIDES:

Transformational leadership is a leadership style where leaders inspire and motivate their
followers to exceed their own self-interest for the good of the group or organization. It
focuses on creating positive change by fostering a shared vision, encouraging innovation,
and developing followers' potential.

Key characteristics of transformational leaders include:

  Idealized Influence: Leaders act as role models, earning respect and trust.

 Inspirational Motivation: Leaders communicate a compelling vision that inspires

enthusiasm.

 Intellectual Stimulation: Leaders encourage creativity and challenge assumptions.

 Individualized Consideration: Leaders provide personalized support and coaching

to followers.

This leadership approach contrasts with transactional leadership, which is more focused on
exchanges, rewards, and punishments.

Contributions to Leadership Theory

James V. Downton is best known for introducing and elaborating the concept of
transformational leadership in his 1973 book, “Rebel Leadership: Commitment and
Charisma in the Revolutionary Process.” He analyzed how leaders with charismatic qualities
motivate followers to transcend their own self-interest and commit to broader collective
goals, especially in contexts of social or political change.

Key contributions include:

 Emphasis on Charisma: Downton highlighted the role of charisma as a central

attribute of transformational leaders, who inspire devotion and intense commitment
from followers.

 Leader-Follower Dynamics: He explored how transformational leaders generate

enthusiasm and change by aligning followers’ values and goals with those of the
leader and the movement or organization.

 Commitment and Sacrifice: Downton noted that transformational leaders often

encourage followers to make personal sacrifices for collective success, fostering deep
loyalty and sustained motivation.

 Foundation for Later Theories: His work laid the groundwork for later scholars,
including James MacGregor Burns and Bernard Bass, who expanded and formalized
transformational leadership theory in organizational studies.

 Commitment and Charisma in School Administration (Based on James

Downton’s Leadership Definition)
  In the context of school administration, leadership is deeply rooted in commitment
and charisma, much like Downton’s analysis of revolutionary leaders who inspire
transformative change.

 Commitment:
The school principal and administrative leaders demonstrate unwavering dedication
to the school’s mission—improving student outcomes, fostering a positive school
climate, and advancing educational equity. This commitment is visible in their
persistent efforts to overcome challenges, advocate for resources, and invest time in
developing staff and students. Their steadfastness motivates the entire school
community to remain focused on shared goals despite obstacles.

 Charisma:
The principal’s personal magnetism energizes and unites teachers, staff, students,
and parents. Through authentic passion, confidence, and clear communication, they
inspire trust and loyalty. This charismatic presence helps rally the school community
around innovative programs and reforms, encouraging others to embrace change and
work collaboratively toward school improvement.

 Together, commitment and charisma enable school leaders to act as catalysts for
positive transformation—sparking enthusiasm, fostering resilience, and leading a
collective “revolution” in educational practice and culture that uplifts the entire
school.

Biography of James MacGregor Burns

James MacGregor Burns (1918–2014) was an influential American historian and political
scientist known for his extensive work on leadership, particularly in political contexts. Born
in Boston, Massachusetts, Burns earned his Ph.D. in government from Harvard University.
Throughout his distinguished career, he served as a professor at Williams College and later
at the University of Maryland.

Burns was also a prolific author and public intellectual, writing extensively on U.S.
presidents and leadership in politics. His scholarship and insights helped shape modern
leadership studies, particularly the concept of transformational leadership.
 Leadership Theory by James MacGregor Burns

James MacGregor Burns is widely credited with developing and popularizing the
Transformational Leadership theory in his seminal 1978 book, “Leadership.” His theory
distinguishes between two primary leadership styles:

Transactional Leadership:

This style is based on exchanges or transactions between leaders and followers.
Leaders provide rewards or punishments contingent upon performance. It focuses on
maintaining routine, achieving short-term goals, and managing through clear
structures and rewards.

Transformational Leadership:

Burns described transformational leaders as those who inspire and motivate followers
to achieve extraordinary outcomes by transforming their values, beliefs, and
motivations. These leaders raise followers’ awareness of higher-order ideals and help
them transcend self-interest for the good of the group or organization.
Transformational leadership fosters commitment, vision, and moral purpose.

Contributions to Leadership Studies

 Foundational Work on Transformational Leadership:

Burns’ distinction between transactional and transformational leadership laid the
foundation for future research. He emphasized the moral and ethical dimensions of
leadership, viewing transformational leaders as agents of change who elevate
followers’ sense of purpose.

 Leadership as a Moral Process:

Burns stressed that effective leadership involves a relationship between leaders and
followers grounded in mutual values and goals, not merely power or authority.

Influence Beyond Politics:


Although his early work focused on political leadership (examining figures like
Franklin D. Roosevelt and John F. Kennedy), Burns’ leadership concepts have been
widely applied in business, education, and organizational development.

 Integration of Leadership and Social Change:

His work highlighted how leaders can catalyze social transformation by aligning
organizational missions with followers’ aspirations.

Power

The school principal uses their positional power responsibly to create a positive learning
environment. Instead of exerting authority for control, they empower teachers and staff by
involving them in decision-making and providing the resources needed to succeed. Power is
exercised to serve the school’s mission, not personal gain.

Purpose

The school administration defines a clear purpose: to provide quality education that
nurtures both academic excellence and character development. This purpose guides every
policy, program, and initiative, ensuring that all efforts contribute toward enhancing
student learning and well-being.

Mutual Purpose

The principal fosters a shared vision among teachers, students, parents, and staff. By
engaging all stakeholders in setting goals—such as improving literacy rates or promoting
inclusive education—they cultivate a collective commitment where everyone understands
and works toward the same objectives.

Moral Endeavor

Leadership in the school is grounded in ethical values and a commitment to the greater
good. The administration prioritizes fairness, equity, and social responsibility—ensuring all
students receive support regardless of background, and advocating for programs that
develop students’ moral character alongside their intellect.

This framing aligns Burns’ leadership philosophy with practical school leadership actions
focused on collaboration, ethical responsibility, and shared vision.

Legacy

James MacGregor Burns is regarded as one of the pioneers of leadership theory, especially
transformational leadership, influencing scholars, practitioners, and leadership
development programs worldwide. His writings continue to be foundational texts in
leadership courses across disciplines.
 Biography of Bernard M. Bass

Bernard M. Bass (1925–2007) was a prominent American psychologist and leadership

scholar, widely regarded as a key figure in the development and expansion of
transformational leadership theory. He earned his Ph.D. in psychology and spent much of
his academic career at Binghamton University, where he served as a distinguished
professor of management and leadership.

Bass’s work built on and extended the foundations laid by James MacGregor Burns,
translating transformational leadership concepts into practical models and measurable
constructs applicable to organizations and businesses.

Leadership Theory of Bernard M. Bass

Bernard Bass is best known for refining and operationalizing Transformational

Leadership Theory, transforming it from a conceptual framework into an empirically
testable model. He expanded on Burns’s ideas and introduced key components and tools
that allowed researchers and practitioners to assess transformational leadership behaviors.
 Bass identified four key components of transformational leadership, often called the
"Four I's":

1. Idealized Influence:
Leaders act as role models, gaining admiration, trust, and respect from followers.
They demonstrate high ethical standards and instill pride.

2. Inspirational Motivation:
Leaders articulate a clear and appealing vision, inspiring and motivating followers to
achieve ambitious goals.

3. Intellectual Stimulation:
Leaders encourage innovation and creativity by challenging followers to think
critically and solve problems in new ways.

4. Individualized Consideration:
Leaders attend to the individual needs of followers, offering coaching, mentoring, and
personalized support.

1. Idealized Influence

The school principal consistently demonstrates integrity, fairness, and professionalism in all
interactions. They lead by example, arriving early, showing respect to teachers, students,
and parents alike, and upholding the school’s values. Their ethical conduct earns
admiration and trust from faculty and staff, inspiring pride in the school community.

2. Inspirational Motivation

The school principal communicates a compelling vision for the school’s future, such as
becoming a center of academic excellence and inclusive education. Through passionate
speeches and regular staff meetings, they motivate teachers and students to strive for
higher academic performance and holistic development, fostering a shared sense of
purpose and enthusiasm.

3. Intellectual Stimulation

The administration encourages teachers to innovate in their teaching methods, such as

integrating technology or project-based learning. They organize workshops and
brainstorming sessions where staff can share ideas and challenge traditional practices,
fostering a culture of continuous improvement and creative problem-solving.

4. Individualized Consideration

The principal meets regularly with teachers and staff to understand their personal and
professional goals, challenges, and development needs. They provide tailored support
through mentoring programs, professional development opportunities, and flexible
scheduling, ensuring each staff member feels valued and empowered to grow.

5.

Bass also contrasted transformational leadership with Transactional Leadership, which

focuses on exchanges between leader and follower, such as rewards for performance or
corrective actions for failure.

Contributions to Leadership Studies

Measurement and Research Tools:


Bass developed the Multifactor Leadership Questionnaire (MLQ), a widely used
 instrument to assess transformational and transactional leadership behaviors, greatly
advancing empirical research in leadership.

 Practical Application:
He provided actionable insights for organizations to cultivate transformational
leadership qualities, influencing leadership training and development programs
globally.

 Expanded Understanding of Leadership Impact:

Bass’s work demonstrated that transformational leadership leads to higher follower
satisfaction, motivation, and performance, making it highly effective in various
organizational settings.

Integration with Organizational Outcomes:


He linked leadership styles to measurable outcomes like productivity, innovation, and
employee well-being.

Legacy

Bernard M. Bass is celebrated as one of the most influential leadership scholars of the 20th
century. His theoretical refinements and research tools continue to shape leadership theory
and practice in business, education, government, and non-profit sectors worldwide.
 1. Enhanced Organizational Structure
Transformational leadership promotes a clear vision and shared goals, which lead to a more
cohesive and efficient organizational structure within the school. Leaders encourage
collaboration among departments, streamline communication channels, and empower
teachers and staff to take initiative. This results in a well-coordinated system where roles
are clearly defined, and resources are effectively utilized to support student learning and
school development.

2. Improved Teacher Motivation and Retention

By inspiring and supporting teachers through individualized consideration and intellectual
stimulation, transformational leaders boost morale and job satisfaction. Teachers feel
valued and motivated to perform at their best, which reduces burnout and turnover. The
emphasis on professional growth and recognition creates a positive work environment that
encourages teachers to remain committed to the school’s mission and their own career
development.

3. Fostering Innovation and Adaptability

Transformational leaders challenge the status quo and encourage creative problem-solving,
enabling schools to adapt to changing educational demands and reforms. By promoting a
culture of continuous learning and experimentation, these leaders empower teachers and
students to explore new teaching methods, integrate technology, and develop innovative
programs. This adaptability enhances the school’s ability to meet diverse learner needs and
improve educational outcomes.

4. Strengthened School-Community Relationships

Such leadership fosters open communication and partnership between the school and its
wider community, including parents, local organizations, and government agencies.
Leaders act as bridges, aligning the school’s goals with community needs and resources.
This collaboration results in greater support for school initiatives, enriched learning
opportunities for students, and a stronger sense of shared responsibility for educational
success.

5. Alignment with Educational Reforms

Transformational leaders actively engage with national and local educational policies,
ensuring that the school’s programs and practices reflect current reforms and standards.
They mobilize the school community around these reforms, translating them into actionable
 strategies and motivating stakeholders to embrace change. This alignment helps the
institution remain relevant, competitive, and capable of delivering quality education.

Challenges of Transformational Leadership in School Institutions: A Focus on

School Administrators

1. Risk of Burnout
Explanation:
Transformational school leaders often invest significant emotional and physical energy into
inspiring and motivating staff, managing multiple initiatives, and addressing diverse
stakeholder needs. This intense commitment can lead to burnout if the leader neglects self-
care or lacks adequate support.

Example:
A principal pushing for several major reforms—new curriculum implementation, facility
upgrades, and community engagement programs—may experience exhaustion, which
could impair decision-making and overall effectiveness.
 Discussion:
To mitigate burnout, school administrators need to delegate responsibilities, seek peer
support, and maintain a healthy work-life balance. Building a strong leadership team can
distribute the workload and sustain long-term momentum.

2. Overdependence on the Leader

Explanation:
When a school community becomes highly reliant on a charismatic transformational leader,
the absence or departure of that leader may cause instability or a decline in motivation and
performance.

Example:
Teachers and staff may look primarily to the principal for direction and inspiration, resulting
in a lack of initiative or innovation when the leader is unavailable.

Discussion:
It is essential to cultivate distributed leadership within the school by empowering teachers
and middle managers to take ownership of initiatives. This builds organizational resilience
and continuity beyond a single leader.

3. Neglect of Operational Details

Explanation:
Transformational leaders tend to focus on vision, motivation, and change, which might
sometimes overshadow the importance of routine operational tasks and administrative
details.

Example:
A school administrator might prioritize strategic goals but overlook timely paperwork
processing, compliance with policies, or maintenance issues, leading to inefficiencies.

Discussion:
Balancing visionary leadership with attention to day-to-day management is crucial. Leaders
should ensure competent administrative support and establish systems that maintain
operational excellence alongside innovation.

4. Potential or Unrealistic Expectations

Explanation:
Transformational leaders inspire high aspirations, which can sometimes set expectations
that are difficult to achieve within available resources or existing constraints.

Example:
A principal may motivate staff to drastically improve standardized test scores within a short
time, without sufficient support or funding, causing frustration or disillusionment.

Discussion:
Setting realistic, incremental goals aligned with the school’s capacity helps maintain morale
and ensures sustainable progress. Transparent communication about challenges and
resource limitations is important to manage expectations.

5. Resistance to Change
Explanation:
Despite a leader’s enthusiasm, some staff or community members may resist new
initiatives due to fear of uncertainty, lack of trust, or comfort with the status quo.
 Example:
Teachers accustomed to traditional teaching methods may hesitate to adopt innovative
pedagogies promoted by the administration.

Discussion:
Transformational leaders must engage stakeholders through inclusive dialogue, provide
adequate training, and demonstrate patience to gradually build buy-in and reduce
resistance.

Summary

While transformational leadership can profoundly benefit school institutions by inspiring

change and fostering growth, school administrators must be mindful of these challenges.
Awareness and proactive strategies—such as fostering shared leadership, balancing vision
with management, setting realistic goals, and engaging the community—are vital to
sustaining effective leadership and a healthy school environment.

Burns’ Transformational Leadership Theory is based on inspiring people to grow and

change, but it might not work well for groups who just want to keep things the same and
are comfortable with their current way of life. Also, this leadership style might not be
effective in emergencies or very complicated situations where people don’t have the skills
needed to handle the tasks. Another problem is how a transformational leader deals with
other leaders who don’t share the same vision or motivation to bring positive change.

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