Transformational Leadership Analysis

Transformational leadership respites on the bases of transactional leadership (Simic, 1998). It focused on the technologies changes and also the human relation aspects (Imran & Wasim, 2010). According to James McGregor Burns, the new style transformational leadership is the leadership that needed today yet not the old style of transactional leadership (Simic, 1998). Transformational leadership is a complex process; the realization requires more visionary and more inspiring figures (Simic, 1998). The organization’sculture recognizes the transformational leader as having a high level of competence, identity, and experience in their area of expertise (Lowder, 2009). The leader motivate the employees to do more than their expectation, increase their sense of importance and value of the tasks, inspire them to go beyond their own individual interests and direct themselves to the interests of the team, organization or the community for raising the level of change to a higher level (Simic, 1998). Transformational leader achieves a high level of legitimate power through their strong
This type of leader provides the necessary resources for inspiring the followers to share a vision and empower them to attain the vision in order to develop their full personal potential (Avolio & Bass, 1993). According to Appelbaum, this type of leadership is more effective for organization to develop change and bring innovation. Transformational leader will develop different strategies to motivate the employees, while the best way to motivate the employees is the reward system (Imran & Wasim, 2010). Reward system is the organization’s ability to motivate individuals toward superior levels of performance (Appelbaum, 1998). Hence, leader should offer different types of rewards and training for the strategic organizational change (Appelbaum,