Transformational leadership is not new. This leadership style was described by B.M. Bass at the end of the ’80s, beginning of the ’90s. What distinguishes it is its focus on change, on the future and on intrinsically motivated employees. While the transactional management style – the supposed antithesis – focuses on management tasks such as the distribution of resources, clarification of objectives, structures and remuneration, the value-oriented development of employees is the key to transformational management. The transformationally acting manager serves as inspirer, moderator, mentor and role model for the employees, and supports the individual in his or her development. Strength orientation and competence development are essential elements, but also team learning, creating challenges and accelerating change processes.
Transformational leadership is a concept for a leadership style in which the values and attitudes of those being led are to be transformed – away from selfish, individual goals and towards long-term, overarching goals – to increase performance. Transformation managers try to intrinsically motivate their employees by conveying attractive visions, communicating the common path to goal achievement, acting as role models and supporting the individual development of their employees.
According to Bass, transformational leaders developed trust, loyalty and respect for their leaders because they showed them an inspiring vision and identity (e.g., by promoting group goals). Bass postulated that transactional and transformational leadership cannot occur as opposites, but simultaneously in the behaviors of one and the same leader and are not mutually exclusive. Instead, transactional leadership forms the basis for further transformational leadership.
Various concepts describe the favorable behavior of a leader about “Transformational Leadership”. In Bass’ theory, the behaviors of a transformational leader are assigned to four categories (so-called “four I’s”):
Idealized influence: The manager is perceived as having integrity and credibility. It serves as a role model for the employees, on which they orient themselves both humanely and professionally.
Inspirational motivation: With an inspiring vision transformational leaders try to increase the intrinsic motivation of their employees. They can convey meaning and meaning and thus make clear what it is worth investing time and energy in. The first two categories were initially described as the charisma of a leader.
Intellectual stimulation: The manager tries to stimulate the creative and innovative abilities of his employees so that they feel challenged in a positive sense to question and optimize business processes.
Individualized consideration: As a “consultant, coach, teacher and mother figure” (Bass, 1985), managers respond to their employees’ individual needs and develop their skills and strengths in a targeted manner. It is particularly successful in identifying individual needs, awakening motives and developing self-confidence.
The Transformational Leadership was adapted in and for Germany by Prof. Dr. Waldemar Pelz and his Giessen Inventory
Target Group Managers of all Levels
Maximum number of participants 10
Duration of the training 3 days (2 days possible after coordination of contents and goals)
Trainer Christopher Begg
Methods in training