Individual Literature Review Transformational Theory Change Theories

Individual Literature Review Transformational Theory Change theories have long been used to address leadership styles in education and other positions of power and respect. One of the theories to which educational leaders widely subscribe is transformational theory. This theory involves the study and understanding of leadership as a process by which one individual engages with another (Wolinski, 2010). From that engagement a connection is formed. It is believed that connection will create stronger morality and better motivation in both the leader and the followers (Anderson, 2010).

Transformational leadership is sometimes likened to other, similar styles such as charismatic leadership and servant leadership (Wolinski, 2010). All of these leadership theories discuss leaders as having specific qualities like extroversion, confidence, and values that are strong and clearly stated (Anderson, 2010). Leaders who have those things are better at motivating followers, overall, than leaders who follow styles where there is little connection with followers -- such as transactional leadership.

An important key for people who use the transformational style of leadership is the attentiveness the leader has to his or her followers. The motives and needs of followers are important to the leader, and a good leader studies those areas in an effort to help each follower reach his or her maximum available potential. Additionally, anyone who works under the theory of transformational leadership also looks to initiate and develop important changes that can then by implemented in an organization (Anderson, 2010).

This leadership style can apply to businesses in the public and private sector, to non-profit organizations, and to teachers in school systems across the country (Kezar, 2001). Transformational leadership is especially important within education because there are many disadvantaged and underprivileged students who need to feel as though someone believes in them (Wagner & Kegan, 2006). These students can reach great heights, but only if they are encouraged in the proper way -- which can be done through transformational leadership.

Seeing transformational leadership as a process is significant to anyone who is trying to understand the differences between the leadership theories and/or attempting to learn more about a specific leadership style (Wolinski, 2010). Transformational leaders work together with their followers to bring out the best in everyone, instead of remaining distant and giving orders that followers are then expected to blindly follow. That is one of the main reasons that transformational leadership works so well in an educational setting.

Students are followers, but they can have a hard time following a leader (teacher) who does not appear to value them or want to actually teach them anything (Kezar, 2001). When students learn, they need not only someone to give them instruction but also someone to guide them. Teachers who use transformational leadership are much more likely to guide students and help them move forward -- especially if those teachers work with students who have special needs or are part of a disadvantaged group (Wagner & Kegan, 2006).

When a leader of any kind sees a group purpose, and not just what the situation can provide for the leader, everyone benefits. All of society can benefit from students who are correctly taught by a teacher who cares about them. They will learn valuable life skills as followers of this type of teacher, and they will be better at caring for others when they move into careers where they may have the opportunity to be the leader (Wagner & Kegan, 2006).

What is important to remember is that transformational leadership is one of the most connected ways to lead -- and without a connection between leaders and followers there is not as much incentive to work toward a common goal, at least for most people. People react differently (and often better) to leaders who seem to want to accomplish goals together with their followers (Anderson, 2010). In other words, followers are generally more interested in working with a leader, instead of for a leader.

That is true of the corporate world and true of students in a classroom. Followers need to see what they are getting from following a leader, and they need to see how that leader is helping them attain their goals (Burke, 2008). If they do not see these things, the followers are more likely to turn away from the leader because they fail to see the leader's value.

No one can be an effective leader if he or she cannot keep followers, and one of the best ways to keep followers is to ensure that everyone benefits from the relationships (Burke, 2008). When people work together, they are able to accomplish so much more than just one person choosing to work alone. Teachers who use transformational leadership theory can have a far-reaching influence. They make a difference in the lives of their students, but in turn those students go and make a difference in the lives of other people.

Those people see the value in the way the students changed their lives, and they spread that goodwill on to more people. A ripple effect can.