Research by Dr. Adam Grant helps to highlight how
transformational leadership can transcend people’s self-interest. The leader is
seen as the enhancer of performance to create the reality of performance. His work focuses on understanding how transformational leadership's influence is enhanced
with follower contact and how pro-social perceptions mediate this performance. Organizational leaders should understand how their behavior enhances that of followers to achieve higher level outcomes.
The fundamental responsibility is
for all leaders to motivate their followers to achieve new heights (Vroom &
Jago, 2007). Without motivation there cannot be action. The transformational
leader can elicit inspiration to rally motivated effort around a vision.
Effectiveness comes through the ability to motivate the most followers as
possible to do and be more in the process of change.
Transformational leaders have certain
behaviors that impact their ability to be successful. They can articulate a
vision, emphasize collective identities, express confidence and optimism, rely
on core values, and push for ideals (House, 1977). Such leaders understand that
people must see the future, should work together, can get through the change, and
focus on their essential value systems while trying to improve the environment.
It is a process of adjusting behaviors and the environment for a more
productive end.
Influence requires the ability to
change reality. Ultimately, creating structural changes in worker’s jobs create
and impact on performance (Piccolo, et. al, 2010). When employees can make a connection between
their goals, paths to performance, desirable rewards, and the vision they can
put their behavior within context. Such behavior and performance creates a
higher level of awareness and this develops group behavior which manifests
itself in new reinforced group expectations.
Transformational leadership takes
on different dimensions. It includes inspirational, idealized influence,
intellectual stimulation and individual consideration (Bass, 1985). Such leaders should learn to inspire,
influence their environment, create intellectual interest and provide
consideration to the needs of their members. Such behaviors help in the
developing and maintaining of a progressive and developing network of
followers.
Dr. Adam Grant (2012) found that
transformational leadership contact with followers improved performance and perceptions
of pro-social mediated this relationship. It furthers the argument that there
is a relationship between leadership, job design and meaning making of
employees. Leaders influence the perceptional boundaries between beneficiaries and
worker actions. It would seem that strong communication skills, leadership
skills, and relating task to performance with end user (i.e. customer) needs
impact the success of that leader. The vision is a way for people to see and
contextualize their individual parts in the whole process.
Bass, B. (1985) Leadership and performance beyond expectations.
New York: Free Press.
Grant, B. (2012). Leading with
meaning: beneficiary contact, prosocial impact, and the performance effects of
transformational leadership. Academy of
Management Journal, 55 (2).
House, R. J. 1977. A 1976 theory
of charismatic leadership. In J. G. Hunt & L. L. Larsen, (Eds.), Leadership: The cutting edge: 189–207.
Carbondale: Southern Illinois University Press.
Piccolo, et.al. (2010). The
relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31:
259–278.
Vroom, V. H., & Jago, A. G.
2007. The role of the situation in leadership. American Psychologist, 62: 17–24.
