Developing
transformational leadership is beneficial for the creation of higher levels of
organizational performance. Such leaders help raise the standards within their
workplace and inspire their followers toward a brighter vision. According to a study by Trepanier, et. al leadership
is an exercise of self-perception base in part on the relationships fostered
within the workplace (2012). When intrinsic motivation meets a receptive
environment a higher level of performance can be achieved.
Transformational
leadership is a style that encourages higher levels of organizational
development. It is characterized by charisma, motivation, intellectual
stimulation, and individual consideration (Bass, 1985). Such leaders are capable of using intrinsic
values to achieve goals and feel as though they can engage socially with
others. It is a process of self-realization for the development of higher
levels of organizational performance.
Leadership does not
develop in a vacuum and is social rooted by nature. Based deeply on trust,
respect, positive relationships, mutual support the leader can flourish in his
or her endeavors (Graen & Uhl-Bien, 1995). They rely on these pro-social behaviors and
their perceptions of their environment to flourish in their skills. Such
leaders are born from the people who will follow them.
Like other workers,
leadership comes with either internal or external motivation. The essential
difference is that those who have internal motivations are more likely to
develop a transformational style based in trust, task enjoyment and self-worth
(Barbuto,
2005). Externally motivated people may simply not have the ability to follow an
internal compass to step outside of the box to change their environment.
The researchers
Trepanier, et. al (2012) studied 568 principles to test a model of how
perceptions of quality relationships within the workplace predict the
perceptions of transformation leadership behavior through the development of
intrinsic motivation and self-efficacy. The self-reported surveys highlighted a
number of interesting findings.
The results revealed
that managers who believed they participated in meaningful relationships at
work viewed themselves as leaders who can inspire and encourage others to have
a sense of mission. Likewise, those who felt efficient in their skills also
believed that they display actions that promote the best interests of an
organization and its members. Finally, their findings also indicate that by
fostering positive work relationships between managers and their work units
would help foster perceptions of transformational leadership.
The study helps
decision makers understand that leadership is a process of growth in
self-perception. When positive and civil relationships are fostered intrinsically,
motivated people can rise to a leadership level. Each workplace is a
socio-economic entity of bounded rationality and seeks to compete on the
marketplace. Encouraging positive interactions, helps foster the development of
new skills and higher levels of performance.
Barbuto, J. (2005). Motivation and
transactional, charismatic, and trans-formational leadership: A test of
antecedents. Journal of Leadership and Organizational
Studies, 11.
Bass, B. (1985). Leadership and performance beyond expectations.New York, NY:
Free Press
Graen, G.& Uhl-Bien, M. (1995).
Relationship-based approach to leadership: Development of leader-member
exchange (LMX) theory of leadership over 25 years: Applying a multi-level
multi-domain perspec-
tive. Leadership Quarterly, 6.
Trepanier, et. al
(2012). Social and motivational antecedents of perceptions of transformational
leadership: a self-determination theory perspective. Canadian Journal of Behavioral Science, 44 (4).
