Framework
Four I's of transformational leadership
The question it answers
When a team does only what is asked, which transformational leadership behaviours should a manager show so people trust them, feel motivated and go beyond expectations?
- Origin
- Bass, 1985; Bass & Avolio, 1994; Burns, 1978
- Diagram type
- Hub diagram
- Level of analysis
- Individual
Diagram
Four I's of transformational leadership
Transformational leadership
Idealised influence
Inspirational motivation
Intellectual stimulation
Individualised consideration
Pitfalls
Pitfall
Treating it as always good. Meta-analyses show a positive link with effectiveness, but it is correlational and does not replace control mechanisms.
Sources
References
Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.
- Bass, B.M. (1985) Leadership and performance beyond expectations. New York: Free Press.No DOIsearch.worldcat.orgSource page
- Bass, B.M. and Avolio, B.J. (1994) Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: SAGE.No DOISource page
- Burns, J.M. (1978) Leadership. New York: Harper & Row.No DOIsearch.worldcat.orgSource page
- Judge, T.A. and Piccolo, R.F. (2004) ‘Transformational and transactional leadership: a meta-analytic test of their relative validity’, Journal of Applied Psychology, 89(5), pp. 755–768.doi:10.1037/0021-9010.89.5.755Source page