What is the transformational leadership by James MacGregor Burns?

Leadership expert James MacGregor Burns introduced the concept of transformational leadership in his 1978 book, “Leadership.” He defined transformational leadership as a process where “leaders and their followers raise one another to higher levels of morality and motivation.”

How does Burns define leadership?

Description. Burns defined transformational leadership as a process where leaders and followers engage in a mutual process of ‘raising one another to higher levels of morality and motivation. ‘ Transformational leaders raise the bar by appealing to higher ideals and values of followers.

What are the 4 I’s of transformational leadership?

There are four factors to transformational leadership, (also known as the “four I’s”): idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. Inspirational motivation describes managers who motivate associates to commit to the vision of the organization.

What is Bass theory of leadership?

Bass’ work established that transformational leaders demonstrate four factors: individual consideration, intellectual stimulation, inspirational motivation (charismatic leadership), and idealized influence.

How did Burns interpret transformational leadership?

According to Burns, transforming leadership is a process in which “leaders and followers help each other to advance to a higher level of morale and motivation”. Transforming leaders are idealized in the sense that they are a moral exemplar of working towards the benefit of the team, organization and/or community.

What is leader Member Exchange Theory And what does it say about leadership?

Leader–member exchange (LMX) theory suggests that leaders and followers develop unique relationships based on their social exchanges, and the quality of these exchanges within an organization can influence employee outcomes (Graen & Uhl-Bien, 1995; Liden et al., 1997).

Who is BM Bass?

Dr. Bernard M. Bass was Distinguished Professor Emeritus in the School of Management at Binghamton University and director of the Center for Leadership studies. Since 1946, he has published more than four hundred journal articles and twenty-six books concentrating on leadership, behavior, and international management.