Bass Transformational Leadership Theory

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1. Bass Transformational Leadership Theory

Technical Details

Name(s): Bass Transformational Leadership Theory

Author: Bernard M. Bass

Classication: Transformational Leadership Theories

ear: !"#$

%ro&s

A leader can ma'e a positie dierence in a person&s life and Bass Transformational

Leadership Theory may *e a solution in arious cases.

The +Multifactor Leadership ,uestionnaire+ (ML,) presents itself as more of a

precise or measured -ay of assessin leadership factors and ho- an audience is

transformed.

Con&s

/n any test0 such as the +Multifactor Leadership ,uestionnaire+ (ML,)0 there is a

pro*lem of +test eect+0 -here you cannot et alid results -ith su*se1uent testin.

A dierent test ersion may help in some cases0 *ut this type of test -ould *e

di2cult to oercome. Also0 if one 'no-s the scorin method0 it is rather easy to see

in -hat factor cateories the 1uestions fall0 and one ta'in the test could +test out+accordin to a predetermined classication.

3o- +transformational+ is transformational4 5hen does that transformation occur

and to -hat deree4 3o- is it assessed4 3o- does one 'no- if there has *een a

transformation and0 if so0 ho- lon lastin is it4 /s it 6ust an ephemeral feelin4

7erie-

As the -ord +transformation+ suests0 Bass Transformational Leadership Theory is

one of a set of arious Transformational Leadership Theories. More information of a

eneral nature a*out these can *e found in the article Transformational Theories.

Burns oriinally said that leaders can transform the life of follo-ers *y alterin theirperceptions0 aspirations0 e8pectations0 alues0 and so forth. ,ualities -ithin the

leader her or himself are *ehind the chanes. The leader demonstrates0

communicates0 and does -hateer it ta'es to et the audience see a ision and

e8hort them to do thins. Bass main contri*ution in !"#$ to Burns& oriinal theory

-as descri*in psycholoical mechanisms and settin forth -ays of measurin the

e2cacy of the Bass Transformational Leadership Theory.



Discussion

The Bass Transformational Leadership Theory0 Bass in other -ords0 -as interested

in the e8tent to -hich a leader in9uences follo-ers. ollo-ers o after a leader

*ecause of trust0 honesty0 and other 1ualities and the stroner these are0 thereater loyalty they hae for the leader. The leader transforms the follo-ers

*ecause of her or his hain these 1ualities. Not only is the leader a role model *ut

she or he e8horts the follo-in to challenin the e8istin order0 the reolutionary

*ein a star' e8ample of this. 5hile the leader may hae democratic moties in

mind0 s;he can assume a Transaction Leadership style at the same time0 directin

the follo-ers to do thins. Bass sa- these aspects of transformational leadership:

/ndiidual consideration0 -here there is an emphasis on -hat a roup mem*er

needs. The leader acts as a role model0 mentor0 facilitator0 or teacher to *rin afollo-er into the roup and *e motiated to do tas's.

/ntellectual stimulation is proided *y a leader in terms of challene to the

preailin order0 tas'0 and indiidual. <;he see's ideas from the roup and

encouraes them to contri*ute. learn0 and *e independent. The leader often

*ecomes a teacher.

/nspiration *y a leader means iin meanin to the follo-s of a tas'. This usually

inoles proidin a ision or oal. The roup is ien a reason or purpose to do a

tas' or een *e in the orani=ation. The leader -ill resort to charismatic approaches

in e8hortin the roup to o for-ard.

/deali=ed in9uenced refers to the leader *ecomin a full>9eded role model0 actin

out and displayin ideal traits of honesty0 trust0 enthusiasm0 pride0 and so forth.

The +Multifactor Leadership ,uestionnaire+ (ML,) has *een created to surey

leadership factors. The current (?@!!) ersion0 ML,$8 ! measures characteristics

of passie as -ell as leaders -ho actiely attempt to ma'e their follo-ers leaders.

Accordin to the National /nstitutes of 3ealth0 there -ere reports of inconsistent

results concernin the accuracy of the +Multifactor Leadership ,uestionnaire+ (ML,)

<u*se1uent research on innish nurses in ?@@? incicated that the test seemed to *e

internally consistent -ith respect to the leadership su*scales (factors) and the

+Multifactor Leadership ,uestionnaire is a hihly suita*le instrument to measure

multidimensional nursin leadership ?. +



Criti1ue

As -ith any test0 there are pro*lems -ith test eects. en thouh tests may *espaced apart in time and -ith dierent ersions0 the form of the test remains the

same0 and anyone a-are of the factor analysis can easily see -hat 1uestions

correspond to -hat factor. 7ne could predict -hat factor should apply to her or him

and test accordinly. Tests are only snapshots0 and often they are decient in the

scope of description as -ell as facin dynamic considerations. 3o- complete are

they do they coer all the essential situations4 Assumin that the snapshot is alid

for a particular time0 ho- alid is it at another and in -hat circumstances4

The Bass Transformational Leadership Theory assumes that the leader has decentset of ethics0 *ut if the theory is applied in a situation -here a leader does not0 the

results could *e disastrous. Cults0 such as the Branch Daidians0 are prime

e8amples of -here the process of transformation of a roup *y a deluded leader can

result in terri*le conse1uences. 7ne should not need to say anythin a*out 3itler.

Bass states that Transactional Leadership can *e mi8ed -ith Transformational

Leadership0 *ut one has to monitor the Transactional part and deise -ays of not

only settin limits to its use *ut *uild into the theory chec' mechanisms for -hen it

ets out of control.

uture of theory

The -orld is ettin more comple80 and people are *ein *rouht into situations in

-hich they may not *e a*le to cope. Case in point are the num*er of Middle astern

countries that hae *een under the thum*s of despots and are in turmoil.

Transformational leaders can *e of reat *enet if they can prepare the people -ho

hae neer e8perienced democracy for a participatory situation. 7n the other hand0

the daner lur's of incipient leaders *ecomin 6ust as despotic as the ones *ein

oerthro-n. <uch a situation al-ays has e8isted0 especially in reolutionary

situations0 *ut the technoloy heihtens the intensity of the enironment. The

emerin leaders must *e educated0 intellient0 empathetic -ith the ones *einled0 hae a no*le ethos0 and0 perhaps most important0 hae a no*le code of ethics.

Across international and cultural *oundaries0 dierent ersions of the ML, miht *e

tried. or e8ample0 it seems that a <panish ersion0 +Eesults sho- that the model

that produces the *etter results -ith the data consists of four factors:

transformational leadership0 deelopmental;transactional leadership0 correctie



leadership and aoidant;passie leadership. This model is parsimonious and

consistent -ith the ML, literature.+

Burns' Transformational Leadership Theory

Disciplines F Leadership F Leadership theories F Burns& Transformational

Leadership Theory

Assumptions G Description G Discussion G <ee also

Assumptions

Association -ith a hiher moral position is motiatin and -ill result in peoplefollo-in a leader -ho promotes this.

5or'in colla*oratiely is *etter than -or'in indiidually.

Description

Burns dened transformational leadership as a process -here leaders and follo-ers

enae in a mutual process of &raisin one another to hiher leels of morality andmotiation.&

Transformational leaders raise the *ar *y appealin to hiher ideals and alues of

follo-ers. /n doin so0 they may model the alues themseles and use charismatic

methods to attract people to the alues and to the leader.

Burns& ie- is that transformational leadership is more eectie than transactional

leadership0 -here the appeal is to more selsh concerns. An appeal to social alues

thus encouraes people to colla*orate0 rather than -or'in as indiiduals (and

potentially competitiely -ith one another). 3e also ie-s transformational

leadership as an onoin process rather than the discrete e8chanes of the

transactional approach.



Discussion

Hsin social and spiritual alues as a motiational leer is ery po-erful as they are

*oth hard to deny and also ie people an upliftin sense of *ein connected to a

hiher purpose0 thus playin to the need for a sense of meanin and identity.

/deals are hiher in Maslo-&s 3ierarchy0 -hich does imply that lo-er concerns such

as health and security must *e reasona*ly safe *efore people -ill pay serious

attention to the hiher possi*ilities.

Iisionary leadership is closely related to the transformational leadership

style. The ma6or dierence is *et-een the t-o inoles the focus on the

future. Iisionary leaders lie more in the future and they often use a ision of

the future as a -ay to mo*ili=e follo-ers.

2. Vision As a Strategy Aid

<trateyModel

To use ision as a stratey0 one needs to dene three elementsJthe plan0

current state and desired state. /t means denin -here one is no-0 -here

one -ants to *e in the future and ho- one is oin to et there. /n many

cases0 a leadership ision is a*out denin all three to *e a*le to persuade

the s'eptical that there somethin is doa*le.

/n some cases0 this is easy. or e8ample0 if one has the money0 itKs easy to

come up -ith a stratey for *uyin a home since the process has *een

dened and follo-ed *y millions oer the years. An the other hand0 nation

*uildin is a lot more di2cult. As the neocons in the Bush Administration

found out -hen they tried to re*uild /ra1 after it had *een -rec'ed *y -ar

Four Characteristics of Vision<ome thins chane0 some thins donKt. J Morpheus0 The Matri8

Eeloaded.

/t %roides Direction. 7ne puts for-ard a desired future and moes

follo-ers to-ard it.



/t Hses oresiht. Typically considered a part of -isdom0 it is sometimes said

that a truly reat isionary leader 'no-s -hatKs oin to happen *efore others

do.

/t is *elieed. 7ne must *e riht or at least perceied to *e riht.

/t motiates. /f the messae cannot eneri=e those hearin it0 the -ould *e

isionary leader -ould *e *etter o teachin economics.

!ualities of Visionary LeadershipBecoming the "captain of your fate."By Brian Tracy

As a mem*er of BN/0 you are a leader in your eld. Deoted to achiein a

hiher leel of results0 you set an e8ample to eeryone around you. our 6o*

is to continue to ro- as a leader in your -or' and personal lifeJal-ays

charin ahead to -here you -ant to *e tomorro-.

7er the years0 there hae *een more than OO0@@@ studies into the 1ualities

of top leaders. All conclude that +ision+ is the most identia*le 1uality of aleader.

Leaders thin' a*out the future most of the time. They thin' a*out -here

they are oin rather than -here they hae *een. They thin' a*out the

opportunities of tomorro- rather than focusin on the pro*lems of the past.

7nly a*out !@P of people hae this a*ility to loo' for-ard. This small

percentae includes all the moers0 sha'ers0 entrepreneurs0 *usiness

*uilders0 top sales people0 artists0 musicians0 and creators of all 'inds.

To thin' li'e a leader0 you must practice +ideali=ation+ in each area of yourlife. Bein *y imainin that you hae no limitations at all on -hat you can

*e0 do0 or hae.

/maine for a moment that you hae all the time and money that you need.

ou hae all the education and 'no-lede. ou hae all the talent and

e8perience. ou hae all the friends and contacts. ou are a +no>limit+ person



-ho can do anythin that you really put your mind to. ou aren&t afraid to

ans-er the follo-in 1uestions:

/f you could -ae a maic -and and create the perfect situation in eery

part of your life0 -hat -ould it loo' li'e4

/f you -ere the ery *est professional salesperson that you could possi*ly

*e0 -hat additional 'no-lede0 s'ills0 and a*ilities -ould you hae

deeloped to a hih leel4

/f you -ere the *est in your *usiness0 -hat sort of products or serices -ould

you sell4 And -ho -ould you sell them to4

5hat 'ind of people s'ills -ould you hae4 5hat 'ind of manaement s'ills

-ould you hae4 specially0 -hat 'ind of sales s'ills -ould you hae4

5hen you *ein the practice of ideali=ation0 you can then e8tend thise8ercise to your family0 your nances0 and your physical health.

5hen you *ein to thin' li'e a leader you *ein to enae in -hat is called

+lon>term thin'in.+

Leader of our Life Top people are lon>term thin'ers. Aerae thin'ers thin' only a*out the

present0 and a*out immediate ratication. But leaders thin' a*out -here

they -ant to *e in e and ten years0 and -hat they hae to do each hour of

each day to ma'e their desired future a reality.

Leaders inspire others *ecause they are inspired themseles. They are

e8cited a*out the possi*ility of creatin an e8citin future for themseles.

They et up eery mornin and they see eery eort they ma'e as part of a

reat plan to accomplish somethin -onderful -ith their lies.

Leaders are optimistic. They see opportunities in eerythin that happens0

positie or neatie. They loo' for the ood in eery situation and in eery

person. They see' the alua*le lessons contained in eery pro*lem or

set*ac'. They neer e8perience +failures+ instead0 they -rite them o as

+learnin e8periences.+

Leaders hae a sense of meanin and purpose in each area of their lies.

They hae clear0 -ritten oals and plans they -or' on eery day. Leaders

are clear a*out -here they are oin and -hat they -ill hae to do to et

there. Their *ehaior is purposeful and oal>directed. As a result0 they

accomplish e and ten times as much as the aerae person -ho operates

from day to day -ith little concern a*out the future.



Leaders accept personal responsi*ility. Leaders neer complain0 neer

e8plain. /nstead of ma'in e8cuses0 they ma'e proress. 5heneer they

hae a set>*ac' or di2culty0 they repeat to themseles0 +/ am responsi*leQ /

am responsi*leQ / am responsi*leQ+

Leaders see themseles as ictors oer circumstances rather than ictims ofcircumstances. They don&t critici=e or *lame others -hen somethin oes

-ron. /nstead0 they focus on the solution.

Leaders are action>oriented. They are constantly in motion. They try

somethin0 and then somethin else0 and then somethin else aain. They

neer ie up.

Leaders hae interity. They tell the truth at all times. They lie in truth -ith

themseles0 and they lie in truth -ith others.

/n the nal analysis0 you are the leader of your o-n life. ou are the eneral

in command of your o-n personal army. ou are the president of your o-n

personal serices corporation. ou are the +Captain of your fate and the

master of your soul.+

The acceptance of leadership is a reat responsi*ility. /t is *oth scary and

e8hilaratin. 7nce you decide to *ecome a leader in your life0 you cast o

the shac'les of fear and dependency that hold most people *ac'. 5ith your

o-n hands0 you desin your o-n future. ou set yourself fully on the path to

*ecomin eerythin you are capa*le of *ecomin.

Brian Tracy > Author > The !@@ A*solutely Hn*rea'a*le La-s of Business

<uccess.

A*out Brian Tracy:

Brian Tracy is Chairman and C7 of Brian Tracy /nternational0 a company

speciali=in in the trainin and deelopment of indiiduals and

orani=ations.

Brian Tracy has consulted for more than !0@@@ companies and addressed

more than R0@@@0@@@ people in R0@@@ tal's and seminars throuhout the H<0

Canada and RS other countries -orld-ide. As a 'eynote spea'er andseminar leader0 he addresses more than ?$@0@@@ people each year.

Brian has studied0 researched0 -ritten and spo'en for O@ years in the elds

of sales0 entrepreneurship0 economics0 history0 *usiness0 philosophy and

psycholoy. 3e is a top>sellin author of R? *oo's that hae *een translated

into O$ lanuaes and -hich are sold in $? countries.



!.Transformational Transformational Leadership

The leadership frame-or's discussed so far are all useful in dierent

situations0 ho-eer0 in *usiness0 +transformational leadership Add to My

%ersonal Learnin %lan+ is often the most eectie style to use. (This -as

rst pu*lished in !"#0 and -as then further deeloped in !"#$.)

Transformational leaders hae interity Add to My %ersonal Learnin %lan

and hih emotional intellience Add to My %ersonal Learnin %lan. They

motiate people -ith a shared ision of the future0 and they communicate

-ell. They&re also typically self>a-are Add to My %ersonal Learnin %lan0

authentic Add to My %ersonal Learnin %lan0 empathetic Add to My %ersonal

Learnin %lan0 and hum*le Add to My %ersonal Learnin %lan.

Transformational leaders inspire their team mem*ers *ecause they e8pect

the *est from eeryone0 and they hold themseles accounta*le Add to My%ersonal Learnin %lan for their actions. They set clear oals0 and they hae

ood con9ict>resolution s'ills Add to My %ersonal Learnin %lan. This leads to

hih productiity and enaement.

3o-eer0 leadership is not a +one si=e ts all+ thin often0 you must adapt

your approach to t the situation. This is -hy it&s useful to deelop a

thorouh understandin of other leadership frame-or's and styles after all0

the more approaches you&re familiar -ith0 the more 9e8i*le you can *e.

#. Laisse$ faire

Laisse=>faire Leadershiprench lessons aside0 -hen placed into the conte8t of leadership0 the term

laisse=>faire depicts a leader -ho allo-s su*ordinates to -or' on their o-n.

The laisse=>faire leader is the opposite of autocratic leadership0 -here

people hae complete control oer their employees0 much li'e a

micromanaer. Laisse=>faire leaders oer their su*ordinates autonomy0

proidin them -ith all of the resources and information they need to do

their 6o*s and interene only *y re1uest or -hen there is a pro*lem.

This leadership style can *e hihly intentional *ut also terri*ly accidental at

the same time. ssentially0 some laisse=>faire leaders purposefully -or' to

proide their follo-ers -ith freedom to manae their o-n tas's and

deadlines0 -hile other laisse=>faire leaders fail to proide their employees

-ith ade1uate leadership and structure0 leain them to fend for

themseles.



ectie laisse=>faire leaders understand that -hile they can practice a more

hands>o approach to leadership they still hae a hih leel of responsi*ility

to their follo-ers. The eectie laisse=>faire leader still monitors the

performance of their employees and proides them -ith feed*ac' on a

reular *asis. They simply refrain from micromanain them.

/n doin so0 the laisse=>faire leader is a*le to promote a hiher leel of 6o*

satisfaction and productiity as lon as the employees themseles are

'no-ledea*le0 e8perienced self>starters. Monitorin employees is a critical

actiity for the laisse=>faire leader to identify -hen su*ordinates lac' the

necessary s'ills0 trainin0 e8pertise0 and motiation to eectiely manae

themseles.

Leon the Laisse=>faire Leader To *etter understand laisse=>faire leadership0 let&s ta'e a loo' at this

e8ample.

Leon is a laisse=>faire leader0 and he&s in chare of the daily operations at his

family&s -inery. As a laisse=>faire leader0 Leon prefers to allo- his employees

to manae themseles. The laisse=>faire style of leadership is most ttin for

Leon *ecause he runs a family *usiness0 so the ma6ority of the -or'ers are

either family or hae -or'ed at the -inery for an e8tended period of time.

Leon 'no-s each of the employees are s'illed and 'no-ledea*le enouh to

handle their responsi*ilities on their o-n. Leon only needs to chec' -ith his

sta periodically to ma'e sure that they are maintainin a hih leel of

productiity in -hateer tas's they are responsi*le for at the -inery.

3e also holds *imonthly performance assessment meetins -ith eachindiidual employee to ealuate their performance and oals.

5hat is Laisse=>aire Leadership4 3o- Autonomy Can Drie <uccess

%osted Noem*er ?$0 ?@!R in Leadership is Learned

Hpdated Uanuary !$0 ?@!S

*y ric Vill

Laisse=>faire leadership is *ased on trust. %eople -ho en6oy a -ide deree oflatitude in ma'in decisions and -or'in on pro6ects autonomously are often most

comforta*le -ith laisse=>faire leaders.

At the opposite end of the spectrum0 people -ho -or' -ell in a riid enironment

-ith clear directies and routine oals typically prefer authoritarian leaders.



5hat is laisse=>faire leadership4

Laisse=>faire leaders *uild a stron team and then et out of the -ay.The shortersion of laisse=>faire leadership: Do -hat you -ant as lon as you et the 6o*

done riht.

rom a laisse=>faire leaderKs perspectie0 the 'ey to success is to *uild a stron

team J and then stay out of the -ay.

Loosely translated from its rench oriins0 laisse=>faire means let it *e or leae it

alone. /n practice0 it means leaders leae it up to their su*ordinates to completeresponsi*ilities in a manner they choose0 -ithout re1uirin strict policies or

procedures.

Althouh laisse=>faire leadership does not t eery orani=ation0 industry or

situation0 some -or'places thrie under laisse=>faire leaders. /tKs all a matter of

ndin the riht match. Eead on to learn more:

3o- is laisse=>faire leadership dened4

3istory of laisse=>faire leadership

amous laisse=>faire leaders and 1uotes

Laisse=>faire leadership style

%ros and cons of laisse=>faire leadership

Benets of laisse=>faire leadership

Laisse=>faire leadership denition

The Merriam>5e*ster Dictionary denes laisse=>faire leadership as:



A philosophy or practice characteri=ed *y a usually deli*erate a*stention from

direction or interference0 especially -ith indiidual freedom of choice and action.

This self>rule style empo-ers indiiduals0 roups or teams to ma'e decisions. Critics

of this hands>o leadership style contend it is ris'y to uniersally deleate decision>ma'in responsi*ility to sta mem*ers. Vroups and teams do not hae the po-er to

ma'e far>reachin strateic decisions0 *ut laisse=>faire leaders allo- indiiduals or

teams to decide ho- they -ill complete their -or'.

5hat types of *usinesses attract laisse=>faire leaders4

7rani=ations or departments run *y laisse=>faire leaders fre1uently are either inthe incu*ator phase of product deelopment or theyKre enaed in hihly creatie

*usinesses. This leadership style is particularly releant to startup rms0 -here

innoation is crucial to a companyKs initial success.

8amples of *usinesses -here laisse=>faire leadership -or's -ell:

Adertisin aencies

%roduct desin rms

<tartup social media companies

Eesearch and deelopment departments

Ienture capital inestment companies

3ih>end architectural and speciali=ed enineerin rms

These *usinesses tend to prosper under leaders -ith laisse=>faire characteristics.

They hire e8perts and allo- them autonomy to ma'e decisions. The end oal isperfectin products0 systems and serices throuh trial and error.

But not all ad aencies0 social media and desin rms -or' *est under laisse=>faire

leaders.



Durin the creatie phase0 a laisse=>faire manaement style may -or' -ell. 7nce a

creatie campain or customer serice proram is launched0 ho-eer0 1uality

assurance processes and deadlines re1uire attention to detail that may *e *etter

suited for autocratic leadership.

Laisse=>faire s. autocratic leadership

%eople -ho prefer -or'in in enironments -ith strict procedures0 chec's and

*alances -or' -ell -ith autocratic leaders.

Bureaucratic enironments are traditionally -ell>suited to autocratic leadership

styles. <tate departments of motor ehicles are ood e8amples of aencies -herestandardi=ed processes and manaement controls are necessary. sta*lished

manufacturin facilities oer another e8ample of mature *usinesses -ith

streamlined processes that need strict protocols and tiht 1uality assurance

procedures.

Laisse=>faire leadership is the direct opposite of autocratic leadership. /nstead of a

sinle leader ma'in all decisions for an orani=ation0 roup or team0 laisse=>faire

leaders ma'e fe- decisions and allo- their sta to choose appropriate -or'place

solutions.

Laisse=>faire leaders share these characteristics. They:

Deleate authority to capa*le e8perts

Ma8imi=e the leadership 1ualities of sta

%raise accomplishments and re-ard successes

7er constructie criticism -hen necessary

Allo- sta to sole pro*lems and manae challenes

Wno- -hen to step in and lead durin a crisis

5ho -or's *est under laisse=>faire leaders4



%eople -ho are self>starters0 -ho e8cel at indiiduali=ed tas's and -ho donKt re1uire

onoin feed*ac' from other team mem*ers often prefer -or'in under laisse=>

faire manaers.

<uccessful laisse=>faire leaders typically -or' -ith people -ho:

3ae stron s'ills0 e8tensie education or e8perience

Are self>motiated and drien to succeed on their o-n

3ae proen records of achieement on specic pro6ects

Are comforta*le -or'in -ithout close superision

3istory of laisse=>faire leadership

Wurt Le-in is often credited -ith deelopin the concept of laisse=>faire leadership.

Le-in -as an early contri*utor to the study of social psycholoy. 3e -as one of the

rst e8perts to research roup dynamics and orani=ational psycholoy. 3uman

resource e8perts still rely on Le-inKs research to assess and manae -or'placeproductiity.

Althouh Le-in reconi=ed laisse=>faire leadership as one of three primary

manaement styles0 he did not su*scri*e to it as his preferred leadership method.

Le-in simply identied laisse=>faire leadership as the opposite of autocratic

leadership.

Alon -ith researchers Eonald Lippitt and Ealph W. 5hite0 Le-in identied the

laisse=>faire leadership style in the !"O@s study Leadership and Vroup Life. They

reconi=ed laisse=>faire leadership as re1uirin the least amount of manaerial

oersiht.



Laisse=>faire is the antithesis of centrali=ed leadership0 -here*y a C7 J or military

eneral J ma'es most of the decisions and relies on su*ordinates to carry out

instructions. Le-in and his research partners deduced that neither laisse=>faire nor

autocratic leadership styles -ere ideal. /nstead0 they concluded that democratic

leadership -as the optimal style.

Laisse=>faire economics

Laisse=>faire economics and laisse=>faire leadership share free>mar'et traits0 *ut

they are not identical.

5ithin the eld of economics0 the term laisse=>faire came into oue in the !"#@sdurin the Eeaan administration -ith the rise of li*ertarian theories. Laisse=>faire

economic policies are fre1uently associated -ith Alan Vreenspan0 H.<. ederal

Eesere chairman from !"# to ?@@S. But it -as VreenspanKs mentor0 economist

Milton riedman0 -ho populari=ed the term laisse=>faire. Both men espoused

macroeconomic theories that reduce oernmentKs role in reulatin priate

industry0 international trade and monetary policy.

Because of their hands>o philosophy0 people often misinterpret laisse=>faire

leaders as a*sent from the decision>ma'in process. Althouh some a*senteeo-ners may ta'e such an approach0 most laisse=>faire leaders are more inoled in

policy decisions than people reali=e.

8amples of laisse=>faire leadership

%eople donKt often associate laisse=>faire leadership -ith oernment. 3o-eer0

there are many historic e8amples of lare>scale endeaors led *y political leaders

that re1uired deleatin authority and decision>ma'in to e8perts. Most of thesee8amples entailed massie infrastructure pro6ects that -ould not hae *een

successful -ithout some form of laisse=>faire leadership.

8amples of lare>scale pro6ects led *y a laisse=>faire leadership style:



Transcontinental Eailroad: No sinle indiidual -as responsi*le for *uildin the

North American rail-ay system0 *ut it seres as an e8ample of laisse=>faire

leadership in action. The com*ination of presidential directies0 conressional

cooperation and priate enterprise comin toether durin the second half of the

!"th century to lay thousands of miles of trac' from coast to coast and across H.<.

territories remains unprecedented.

%anama Canal: Led *y %resident Theodore Eooseelt0 the %anama Canal -as one of

the most am*itious pro6ects in history -hen construction *ean in !"@R. Althouh it

-as *eset *y accidents and eoraphic challenes0 completion of the %anama Canal

in !"!R -as an enineerin marel. /t could not hae *een accomplished -ithout

EooseeltKs -illinness to deleate authority to e8perts.

3ooer Dam: The 3ooer Dam inoled three H.<. presidents and -as *uilt *y

hundreds of leaders. /nitiated in the early !"?@s *y <ecretary of Commerce 3er*ert

3ooer under %resident Calin Coolide0 the pro6ect -as nished the follo-in

decade under %resident ran'lin D. Eooseelt. Althouh he is rarely associated -ithlaisse=>faire leadership0 Eooseelt could not hae completed the many

infrastructure pro6ects *uilt durin his presidency had he not deleated authority to

others.

/nterstate 3ih-ay <ystem: Eeconi=in the importance of the automo*ile and

truc'in industries to AmericaKs future0 %resident D-iht D. isenho-er led the

chare to *uild a state>of>the>art hih-ay system. The massie pu*lic -or's pro6ect

proided 6o*s for tens of thousands of Americans and -ould not hae *een possi*le

-ithout isenho-erKs hands>o approach. 3is decision to deleate authority to ciil

enineers0 contractors and speciali=ed -or'ers is a prime e8ample of laisse=>faire

leadership.

Laisse=>faire leadership style re1uirements

Laisse=>faire leadership entails iin manaers and sta -ide latitude in carryin

out their responsi*ilities.

%eople -ho -or' for laisse=>faire leaders are responsi*le for completin tas's and

identifyin issues. Moreoer0 they are e8pected to anticipate near>term pro*lemsand spot upcomin opportunities. Laisse=>faire leaders usually allo- sta to

capitali=e on opportunities -ithout hain to chec' in -ith their superiors.

To succeed0 laisse=>faire leaders need to:



Closely monitor roup performance

mploy hihly s'illed0 -ell>educated sta

Treat people as motiated self>starters

Hse the laisse=>faire style only -ith e8perienced sta

Vie consistent feed*ac' to team mem*ers

Laisse=>faire manaement style e8plained

5ithin orani=ations J from priate companies and nonprot entities to

oernment aencies J laisse=>faire leadership starts at the top of the

orani=ational hierarchy.

or e8ample0 a C7 or e8ecutie director -ith laisse=>faire leadership characteristics

typically hires or appoints senior e8ecuties and department heads -ith

considera*le e8perience in their respectie elds. Those indiiduals are e8pected to

'no- ho- to run their departments. They are entrusted to do so -ith minimal

superision.

5hen is laisse=>faire leadership eectie4

8pert merchandi=in manaers and retail *uyers are ood e8amples of people -ho

often -or' -ell under a laisse=>faire leadership structure.

5ithin fast>moin mar'ets0 purchasin and promotional decisions are *ased on

9uctuatin factors J from consumer trends and supply>chain *ottlenec's to price

increases and seere -eather patterns. %roduct manaers -ho -or' under laisse=>faire leaders are ien autonomy to piot fast and ma'e 1uic' decisions -ithout

-aitin -ee's for an approal process to *ein.

/n *usiness parlance0 this is called *ein nim*le. /t does not mean laisse=>faire

leaders are rec'less or *lasX. 7n the contrary0 successful laisse=>faire leaders are



o*serant. They re-ard people for their successes and hold them accounta*le for

their mista'es.

Adantaes and disadantaes of laisse=>faire leadership

7ne criticism of the laisse=>faire leadership style is that it tends to faor success>

oriented people rather than those -ho sole societyKs most pressin pro*lems.

/n other -ords0 laisse=>faire leadership tends to sere the needs of the people -ho

most *enet from it. This can *e counterintuitie to the o*6ecties of corporate

responsi*ility. 7ther manaement models0 li'e serant leadership0 focus on ood

corporate citi=enship. The o*6ectie is to sere the needs of customers0communities and disenfranchised roups.

3o-eer0 if you loo' at laisse=>faire leadership as a manaement style rather than

as an economic philosophy0 it can *e used eectiely to initiate positie chane in

the same -ay that transformatie and serant leadership styles do.

or e8ample0 a laisse=>faire leader -ho oersees the EYD diision for a

pharmaceutical company or *iotech rm may surround herself -ith hihly 1ualiede8perts chared -ith deelopin ne- drus to treat or cure cancer. A team led *y a

laisse=>faire leader does not ma'e the manaerKs o*6ecties any less -orthy than a

similar roup led *y a democratic or autocratic leader.

Laisse=>faire leadership pros

Laisse=>faire leadership styles tend to -or' *est near the top of orani=ational

hierarchies0 -here e8ecuties *uild teams of e8perts such as directors and iethem -ide latitude to run their departments. Teams focused on research and

deelopment0 conceptual or creatie pro6ects re1uire autonomy. A laisse=>faire

leadership style deleates decision>ma'in to manaers and senior sta -ith

e8pertise in their elds.



A positie laisse=>faire leadership style:

Allo-s e8perts to function productiely and challenes them to ta'e personal

responsi*ility for their achieements and failures

Motiates people to perform optimally and ies them latitude to ma'e correct

decisions that miht not *e supported in a more structured enironment

Eeinforces successful performance and leads to a hiher retention of e8perts -ho

thrie in creatie enironments that support autonomous decision>ma'in

Laisse=>faire leadership cons

5hen laisse=>faire leadership is used inappropriately in orani=ations0 pro6ects or

settins0 it can create more pro*lems than it resoles. /f roups or team mem*erslac' su2cient s'ills0 e8perience or motiation to complete pro6ects0 the orani=ation

suers.

A mismatched laisse=>faire leadership style:

Eesults in a lac' of accounta*ility for orani=ations0 roups or teams and failure to

achiee oals

Demonstrates a failure to properly adise0 coach or educate people0 -hich leads to

lo- performance

Leads to ineectie time manaement *y teams0 resultin in am*iuous o*6ecties

and missed deadlines

Benets of laisse=>faire leadership

Manaers -ho adopt a laisse=>faire leadership style e8pect accounta*ility frompeople -ho report to them. 5hether the laisse=>faire leader is a C70 department

director or roup manaer0 he or she e8pects positie results.



<ome people prefer -or'in under autocratic manaers *ecause they donKt -ant to

*e held responsi*le for failures. or these people0 a laisse=>faire leadership style is a

mismatch.

uture laisse=>faire leaders

To *e successful in an ae of daily productiity metrics reportin0 laisse=>faireleaders need to esta*lish milestones for sta. This means todayKs laisse=>faire

leaders can no loner *e completely hands o.

Contemporary laisse=>faire leaders must:

7*sere roup and indiidual performance

Trac' results and stay on top of issues and pro*lems

Vie credit -here credit is due and encourae indiidual responsi*ility

/n summary0 todayKs laisse=>faire leaders must deleate authority -ithout losinsiht of roup o*6ecties and indiidual performances.

%. TransactionalTransactional Leadership Theory

The transactional style of leadership -as rst descri*ed *y Ma8 5e*er in

!"R and then *y Bernard Bass in !"#!. This style is most often used *y

the manaers. /t focuses on the *asic manaement process of controllin0

orani=in0 and short>term plannin. The famous e8amples of leaders -ho

hae used transactional techni1ue include McCarthy and de Vaulle.

Transactional leadership inoles motiatin and directin follo-ers

primarily throuh appealin to their o-n self>interest. The po-er of

transactional leaders comes from their formal authority and responsi*ility

in the orani=ation. The main oal of the follo-er is to o*ey the

instructions of the leader. The style can also *e mentioned as a Ztellin

styleK.

The leader *eliees in motiatin throuh a system of re-ards and

punishment. /f a su*ordinate does -hat is desired0 a re-ard -ill follo-0

and if he does not o as per the -ishes of the leader0 a punishment -ill

follo-. 3ere0 the e8chane *et-een leader and follo-er ta'es place to

achiee routine performance oals.

These e8chanes inole four dimensions:



Continent Ee-ards: Transactional leaders lin' the oal to re-ards0

clarify e8pectations0 proide necessary resources0 set mutually areed

upon oals0 and proide arious 'inds of re-ards for successful

performance. They set <MAET (specic0 measura*le0 attaina*le0 realistic0

and timely) oals for their su*ordinates.Actie Manaement *y 8ception: Transactional leaders actiely

monitor the -or' of their su*ordinates0 -atch for deiations from rules

and standards and ta'in correctie action to preent mista'es.%assie Manaement *y 8ception: Transactional leaders interene

only -hen standards are not met or -hen the performance is not as per

the e8pectations. They may een use punishment as a response to

unaccepta*le performance.Laisse=>faire: The leader proides an enironment -here the

su*ordinates et many opportunities to ma'e decisions. The leader

himself a*dicates responsi*ilities and aoids ma'in decisions and

therefore the roup often lac's direction.Assumptions of Transactional Theorymployees are motiated *y re-ard and punishment.

The su*ordinates hae to o*ey the orders of the superior. The su*ordinates are not self>motiated. They hae to *e closely

monitored and controlled to et the -or' done from them./mplications of Transactional Theory

The transactional leaders oeremphasi=e detailed and short>term oals0

and standard rules and procedures. They do not ma'e an eort to

enhance follo-ersK creatiity and eneration of ne- ideas. This 'ind of a

leadership style may -or' -ell -here the orani=ational pro*lems are

simple and clearly dened. <uch leaders tend to not re-ard or inoreideas that do not t -ith e8istin plans and oals.

The transactional leaders are found to *e 1uite eectie in uidin

e2ciency decisions -hich are aimed at cuttin costs and improin

productiity. The transactional leaders tend to *e hihly directie and

action oriented and their relationship -ith the follo-ers tends to *e

transitory and not *ased on emotional *onds.

The theory assumes that su*ordinates can *e motiated *y simple

re-ards. The only ZtransactionK *et-een the leader and the follo-ers is

the money -hich the follo-ers receie for their compliance and eort.

Dierence *et-een Transactional and Transformational Leaders Transactional leadership Transformational LeadershipLeadership is responsie Leadership is proactie5or's -ithin the orani=ational culture 5or' to chane the

orani=ational culture *y implementin ne- ideas



Transactional leaders ma'e employees achiee orani=ational o*6ecties

throuh re-ards and punishment Transformational leaders motiate and

empo-er employees to achiee companyKs o*6ecties *y appealin to

hiher ideals and moral aluesMotiates follo-ers *y appealin to their o-n self>interest Motiates

follo-ers *y encourain them to transcend their o-n interests for thoseof the roup or unitConclusion

The transactional style of leadership is ie-ed as insu2cient0 *ut not *ad0

in deelopin the ma8imum leadership potential. /t forms as the *asis for

more mature interactions *ut care should *e ta'en *y leaders not to

practice it e8clusiely0 other-ise it -ill lead to the creation of an

enironment permeated *y position0 po-er0 per's0 and politics.

Transactional leadership

Transactional leadership focuses on the e8chanes that occur *et-eenleaders andfollo-ers (Bass !"#$ !""@ ?@@@ ?@@# Burns0 !"#). These e8chanes

allo- leaders toaccomplish their performance o*6ecties0 complete re1uired tas's0

maintain the currentorani=ational situation0 motiate follo-ers throuh contractual

areement0 direct *ehaior of follo-ers to-ard achieement of esta*lished oals0 emphasi=e e8trinsic

re-ards0 aoidunnecessary ris's0 and focus on improe orani=ational e2ciency. /n turn0

transactionalleadership allo-s follo-ers to fulll their o-n self>interest0 minimi=e

-or'place an8iety0 andconcentrate on clear orani=ational o*6ecties such as increased 1uality0

customer serice0reduced costs0 and increased production (<adehi Y %ihie0 ?@!?). Burns

(!"#) operationali=edthe concepts of *oth transformational and transactional leadership as

distinct leadership styles. Transactional leadership theory descri*ed *y Burns (!"#) posited the

relationship *et-eenleaders and follo-ers as a series of e8chanes of ratication desined to

ma8imi=eorani=ational and indiidual ains. Transactional leadership eoled for

the mar'etplace of fast0 simple transactions amon multiple leaders and follo-ers0 each

moin from transaction totransaction in search of ratication. The mar'etplace demands

reciprocity0 9e8i*ility0



adapta*ility0 and real>time cost>*enet analysis (Burns0 !"#). mpirical

eidence supports therelationship *et-een transactional leadership and eectieness in some

settins (Bass0 !"#$!""" ?@@@ Bass0 Aolio0 Uun0 Y Berson0 ?@@O Bass Y Eiio0 ?@@S

3ater Y Bass0 !"##[hu0 <osi'0 Eiio0 Y an0 ?@!?). Today0 researchers study transactional

leadership -ithin thecontinuum of the full rane of leadership model (Bass Y Eiio0 ?@@S).

<ome researcherscritici=e transactional leadership.Criticisms of transactional leadershipBurns (!"#) arued that transactional leadership practices lead follo-ers

to short>termrelationships of e8chane -ith the leader. These relationships tend to-ard

shallo-0 temporarye8chanes of ratication and often create resentments *et-een the

participants. Additionally0 anum*er of scholars critici=e transactional leadership theory *ecause it

utili=es a one>si=e>ts>alluniersal approach to leadership theory construction that disreards

situational and conte8tualfactors related orani=ational challenes (Beyer0 !""" u'l0 !""" ?@!!

u'l Y Mahsud0?@!@). mpirical support for transactional leadership typically includes

*oth transactional andtransformational *ehaiors (Vundersen et al.0 ?@!? Liu0 Liu0 Y [en0

?@!!). Ne8t0 this

manuscript reie-s t-o recent articles featurin transactional leadershiptheory.!?OEecent articles on transactional leadershipLiu et al. (?@!!) loo'ed at the relationship *et-een transactional

leadership and teaminnoatieness. The authors focused on the potential moderatin role of

emotional la*or ande8amined a mediatin role for team e2cacy. The authors intended to

contri*ute to theleadership eld *y closin an identied ap in the literature -ith the

introduction of emotionalla*or and team e2cacy as important factors in the e8istin relationship

*et-een transactionalleadership and team innoatieness. The authors predicted a sinicant

neatie relationship*et-een transactional leadership and team innoatieness. The article

included an oerie-



discussion of teams0 innoatieness0 transactional leadership0 emotional

la*or0 and team e2cacy. The authors assumed that transactional leadership could foster team

innoatieness in somesettins. The authors also assumed that emotional la*or -as a

moderatin factor in thatrelationship. Liu et al. (?@!!) conducted the study from the 1uantitatie0

positiist0 o*6ectiist0and conrmatory point of ie-. The authors hypothesi=ed a correlation

*et-een independentand dependent aria*les and then set out to inestiate and conrm that

relationship (Cres-ell0?@@"). Liu et al. (?@!!) discussed seeral implications of their ndins.

motional la*or acts asa *oundary condition on the relationship *et-een transactional leadership

and teaminnoatieness. This 'no-lede helps deepen the understandin of the

conte8t in -hichtransactional leadership leads to orani=ational eectieness. Liu et al.

(?@!!) recommendedadditional research on transactional leadership and other positie

orani=ational outcomes0 andadditional research on other possi*le *oundary conditions. The ne8t

section addresses anotherstudy on transactional leadership.Vroes and LaEocca (?@!!) studied *oth transactional and TL in the

conte8t of ethical*ehaior. /n contrast to the full rane of leadership model ie- of

transactional leadership aspart of a continuum of *ehaiors0 Vroes and LaEocca see transactional

leadership and TL asdistinct constructs underpinned *y separate ethical foundations.

<pecically0 transactionalleadership 9o-s from teleoloical ethical alues (utilitarianism) and TL

9o-s fromdeontoloical ethical alues (altruism0 uniersal rihts0 Wantian principle0

etc.) (Vroes YLaEocca0 ?@!!0 p. $!!). 5hile an in>depth discussion of ethics is outside

the scope of this

manuscript0 it is note-orthy that other authors (Bass Y <teidlmeier0 !"""<inh Y Wrishnan0?@@#) also discussed the relationship *et-een ethics and transactional

leadership. The conceptspresented *y Vroes and LaEocca (?@!!) include corporate social

responsi*ility0 ethics0 TL0transactional leadership0 and manaerial decision>ma'in. The authors

e8amined ethics in



relation to leadership style and its impact on follo-er alues and

corporate social responsi*ility. The point of ie- presented *y the authors is 1uantitatie0 positiist0

o*6ectie0 and conrmatoryas eidenced *y a research desin that hypothesi=es a correlation

*et-een independent anddependent aria*les and then set out to inestiate and conrm that

relationship (Cres-ell0?@@"). Liu et al. (?@!!) conrmed empirical support for their ie-. Author

identiedlimitations included: results oriented to-ard leaders description of -hat

they -ould do ratherthan actual *ehaior0 omission of measures desined to identify social

desira*ility0 and ina*ilityto enerali=e ndins to the larer population. Additional limitations

mentioned includedpotential common source and common method *ias0 lac' of lonitudinal

data0 follo-er response*ias0 and an ina*ility to separate personal ethics from preferred leadership

style (Liu et al.0 ?@!!). The authors suested additional research to address these limitations.

Ne8t0 this manuscriptsummari=es the 'ey concepts in situational0 transformational0 and

transactional leadership.

,uestion \?

&ohn Adair'sAction Centred Leadership

Uohn Adair has *een descri*ed *y <ir Uohn 3arey>Uones as0 +-ithout dou*t

one of the formost thin'ers on leadership in the -orld+.

<o0 -ho is Uohn Adair4

After raduatin from Cam*ride Hniersity0 Adair -as commissioned into

the <cots Vuards. 3e later *ecame a senior lecturer in military history and

adiser in leadership trainin at the Eoyal Military Academy <andhurst. /n

!"" he -as appointed the -orldKs rst %rofessor of Leadership <tudies at

the Hniersity of <urrey.

Uohn Adair



As a (no-) Iisitin Lecturer in Leadership at the Hniersity of

5estminster0 / hae al-ays loo'ed up > as -ell as follo-ed > to Uohn Adair.

3e -as the leadership thin'er -ho rst a-o'e in me my passion for

leadership. As you may hae uessed0 this -as than's to the <couts and

not uniersity.

3is model0 Action>Centred Leadership0 and the simple0 practical and easy

to rasp thin'in *ehind it0 ae me the hope that / could *e a ood

leader. /t then ae me the tools to start my o-n leadership 6ourney and

stood me in ood stead -hen / studied other leadership theories.

Today / still refer to Uohn Adair&s -or' in many of my leadership

deelopment prorammes. / hae seen so many others reconise its

alue. They 6ust seem to et it. But -hat is +it+4

Action Centred Leadership

/n any situation -here a roup of people are tryin to achiee some oal0one or more of those people -ill emere and act as a leader to the others.

Loo' aain at this sentence more closely. Brea' it do-n into elements.

5hat are they4

Accordin to Uohn Adair0 there are three elements to all leadership

situations. They are:

The achieement of a oal or tas'. This may *e the completion of a ery

practical actiity or it may *e a less tani*le oal. 5e 'no- that eectie

roups hae clear oals shared *y all mem*ers. 7ften the tas' is -hat

*rins the roup toether in the rst place. The roup of people performin the tas'. /t is li'ely that the tas' -ill only

*e achieed if all mem*ers of the roup -or' toether to the common

ood. Therefore0 the roup itself has to *e understood as an entity in its

o-n riht.ach indiidual mem*er of the roup inoled in the tas'. 5hile the roup

-ill ta'e on a life of its o-n0 indiiduals do not lose their o-n identity.

Their needs as people must continue to *e met if their alleiance to the

roup0 and their motiation to achiee the tas'0 is to *e sustained. This approach0 +Action>Centred Leadership+0 is centred on the actions of

the leader. The leader has to *alance the needs from each of the threeelements. The eectie leader is the one -ho 'eeps all three in *alance

that is -ho attends to all three at the same time. /f any one element is

inored0 the others are unli'ely to succeed.

Action>Centred Leadership



At the same time0 the three elements can con9ict -ith each other. or

e8ample0 pressure on time and resources often increases pressure on a

roup to concentrate on the tas'0 to the possi*le detriment of the people

inoled. But if roup and indiidual needs are forotten0 much of the

eort spent may *e misdirected.

/n another e8ample0 ta'in time creatin a ood team spirit -ithout

applyin eort to the tas' is li'ely to mean that the team -ill lose its focus

throuh lac' of achieement.

An approach that a s'illed leader miht ta'e0 in any challene0 is to

*alance the needs of all three elements as follo-s:

/dentify and ealuate the re1uirements of the tas'.Communicate these to the roup and ain their commitment.%lan the achieement of the tas' -ith the roup./dentify resources -ithin the roup and allocate responsi*ility to

indiiduals.Monitor and ealuate proress of the -hole roup and of indiidual

mem*ers.Communicate feed*ac' to the roup and support0 praise0 encourae

indiiduals.Eeie- plans0 and ma'e chanes0 -ith the roup until the tas' is

achieed.

7ne of the *est 'no-n and most in9uential of functional theories of

leadership0 used in many leadership deelopment prorammes0 is Uohn

Adair&s +Action>Centred Leadership+.

Uohn Adair deeloped a model of Action>Centred Leadership has

connectin circles that oerlap *ecause:

the tas' can only *e performed *y the team and not *y one personthe team can only achiee e8cellent tas' performance if all the indiiduals

are fully deelopedthe indiiduals need the tas' to *e challened and motiatedAdairKs model challened trait theory *y focusin on -hat leaders do. 3e

sho-ed that leadership could *e tauht and did not depend on the traits a

person had.

The # unctions of Leadership

Adair noted the follo-in # 'ey functions for -hich team leaders are

responsi*le. (8amples are ien in *rac'ets)

Denin the tas'0 (*y settin clear o*6ecties throuh <MAET oals)



%lannin0 (*y loo'in at alternatie -ays to achiee the tas' and hain

continency plans in case of pro*lems)Brien the team0 (*y creatin the riht team climate0 fosterin synery0

and ma'in the most of each indiidual throuh 'no-in them -ell)Controllin -hat happens0 (*y *ein e2cient in terms of ettin ma8imum

results from minimum resources)aluatin results0 (*y assessin conse1uences and identifyin ho- to

improe performance)Motiatin indiiduals0 (*y usin *oth e8ternal motiators such as re-ards

and incenties as -ell as elicitin internal motiators on the part of each

team player)7ranisin people0 (*y oranisin self and others throuh ood time

manaement0 personal deelopment0 and deleation)<ettin an e8ample0 (*y the reconition that people o*sere their leaders

and copy -hat they do).Criticism of the Model

<ome people consider Adair&s Three Circles Model too simplistic and to *e

outdated as it -as deeloped in the !"@s

/mplications for the nature ersus nurture de*ate

This 1uestion of -hether leaders are *orn or made is part of the -hole

1uestion of -hether human *ehaiour is due to nature or nurture. /t is a

short leap from functional leadership theory0 to the *elief that if one

person can do somethin0 then others can also learn to do it. The

implication that leaders are made and not necessarily *orn -ith the

necessary traits for leadership0 opened up the possi*ility of leadership

deelopment.

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Bass Transformational Leadership Theory

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