Given the emergent challenges of the modern day society -- such as more and more pretensions customers, the incremental competition or the growing pressures towards environmental stability -- organizations are presented with the necessity of continually evolving and adapting to new requirements. Transformational leadership can support this dynamic organizational life by sustaining and promoting both creativity as well as innovation (Sarros, Cooper and Santora, 2008; Williams).
Transformational leadership is a relatively new concept and its implementation remains limited. Given this situation, combined with the scarcity of academic models detailing the gradual steps in the implementation of transformational leadership, a new theoretical need is identified. Some of the few sources which do integrate suggestions on the implementation of the managerial style include Stoerm Anderson and Ava Miller's Implementing transformational leadership as a model for service learning activities in an online RN to BSN leadership course or Russell L. Ackoff's a systemic view of transformational leadership.
All in all then, a transformational or charismatic managerial style goes beyond the generally discusses elements of characteristics, implementation, roles...
Charismatic and transformational managerial styles represent organizational cores, on which organizational cultures are constructed. They represent business models and they sit at the basis of organizational interactions with the various categories of stakeholders -- such as employees, customers, governmental and non-governmental institutions, the general public, purveyors and so on.
