•  
  •  
 

Academic Leadership Journal

Authors

CRA. Jackson

Abstract

The view adopted in this research was that transformational leadership (Bass 1985; Burns 1978) could be characterised by an ability to bring about significant change in an organization, and that transactional leadership above was inadequate for this task. Since the 1980s, research (Avolio & Bass 2002; Bass 1990; Parry 1996) supported the idea that transformational leadership was more effective than transactional leadership in generating the extra effort, commitment and satisfaction of those being led (Bass 1990). Transformational leadership was a process where leaders and followers raised one another to higher moral and motivational levels (Yukl 1971). As Bass (1990) asserted, a leader transformed followers by making them more aware of the importance and value of task outcomes.

Share

COinS
 

To view the content in your browser, please download Adobe Reader or, alternately,
you may Download the file to your hard drive.

NOTE: The latest versions of Adobe Reader do not support viewing PDF files within Firefox on Mac OS and if you are using a modern (Intel) Mac, there is no official plugin for viewing PDF files within the browser window.