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.
"Potential Extensions to Transformational Leadership Models,"
Academic Leadership: The Online Journal: Vol. 7
, Article 23.
Available at: https://scholars.fhsu.edu/alj/vol7/iss4/23