Leadership Theory in Action

Leadership Theory in Action

Theory in Action: Transformational Leadership

Case Summary

Among the main principles of transformational leadership is that people who are true leaders work with their followers instead of simply ordering others around and expecting them to do what they are told (Bass & Riggio, 2006). Followers work better when they can see a point to the work they are doing, and when they feel as though they are working for the common good of the company. This is what keeps them interested at companies like Google, Facebook, Amazon, and other tech giants. Because these companies are so focused on a flexible and unique approach to the work they do, they are much more likely to have transformational leaders as opposed to leaders who are transactional.

These companies are more open to working with people in interesting and different ways, which helps them see more success. Additionally, it helps the individual workers see success, because they want to come to work and do the best they can. Being part of the team can make a big difference in how a person feels about his or her job (Bass & Riggio, 2006). That is true for both the leaders and the followers, because they can team up on a common goal and see it come to fruition. When companies encourage that type of behavior, they are more likely to bring in employees who want to work as members of a team and who will be dedicated to the future of the company.

Discussion

When leaders are transformational, they focus on taking care of the entire company as opposed to just themselves (Bass & Riggio, 2006; Northouse, 2012). That is very important, because it can make a company successful where there would have otherwise been difficulties. When leaders work this way, it makes followers want to work that way, as well. Then everyone is on the same page when it comes to what they do for the company. Transformational leaders understand that teamwork matters (Northouse, 2012). They also understand that people are more likely to follow leaders who make them feel valuable and appreciate what they have to offer (Northouse, 2012).

When followers can see that a leader values their contributions, they will work harder and do more for that leader and for the entire company. That is a large part of the reason that transactional leadership does not work well in many companies, because people do not like to be ordered around and feel as though they do not have a say in where the company is going (Northouse, 2012). Instead, they want to feel included. They need to feel as though what they are doing each day at work matters, and has some kind of lasting impact (Northouse, 2012). Without that feeling of accomplishment, belonging, and value, there is little point in working with a company because there are few rewards other than a paycheck (Bass & Riggio, 2006; Northouse, 2012). For many people, that is simply not enough.

Recommendations and Conclusions