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**## transformationalfinalpaper.docx**
**8 TRANSFORMATIONAL LEADERSHIP**
**DESCRIPTION**
As one of the current and most popular approaches to leadership, the transformational leadership approach has been the focus of much research since the 1980s. As its name implies, transformational leadership is a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals. It includes assessing followers’ motives, satisfying their needs, and treating them as full human beings. Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them. It is a process that often incorporates charismatic and visionary leadership.
Transformational leadership is part of the “New Leadership” paradigm (Bryman, 1992), which gives more attention to the charismatic and affective elements of leadership. In a content analysis of articles published in
_The Leadership Quarterly_, Lowe and Gardner (2001) found that one third of the research was about transformational or charismatic leadership. That interest has continued into the new millennium; in a follow-up review of leadership research, Dinh et al. (2014) found that interest in transformational leadership was sustained from 2000 to 2012. Similarly, Antonakis (2012) found that the number of papers and citations in the field has grown at an increasing rate, not only in traditional areas like management and social psychology, but in other disciplines such as nursing, education, and industrial engineering. Bass and Riggio (2006) suggested that transformational leadership’s popularity might be due to its emphasis on intrinsic motivation and follower development, which fits the needs of today’s work groups, who want to be inspired and empowered to succeed in times of uncertainty. Clearly, many scholars are studying transformational leadership, and it occupies a central place in leadership research. However, others (i.e., Andersen, 2015; Anderson, Baur, Griffith, & Buckley, 2017) have suggested that the interest in transformational leadership may be exaggerated and that this approach to leading may be less significant as millennials continue to flood into the workplace.
An encompassing approach, transformational leadership can be used to describe a wide range of leadership, from very specific attempts to influence followers on a one-to-one level, to very broad attempts to influence whole organizations and even entire cultures. Although the transformational leader plays a pivotal role in precipitating change, followers and leaders are inextricably bound together in the transformation process. In fact, transformational leadership focuses so heavily on the relationship between leader and follower that some (Andersen, 2015) have suggested that this bias may limit explanations for transformational leadership on organizational effectiveness.
**Transformational Leadership Defined**
The emergence of
_transformational leadership_ as an important approach to leadership began with a classic work by political sociologist James MacGregor Burns titled
_Leadership_ (1978). In his work, Burns attempted to link the roles of leadership and followership. He wrote of leaders as people who tap the motives of followers in order to better reach the goals of leaders and followers (p. 18). For Burns, leadership is quite different from power because it is inseparable from followers’ needs.
**Transformational**
**_Versus_ Transactional Leadership.**
Burns distinguished between two types of leadership:
_transactional_ and
_transformational_. Transactional leadership refers to the bulk of leadership models, which focus on the exchanges that occur between leaders and their followers. Politicians who win votes by promising “no new taxes” are demonstrating transactional leadership. Similarly, managers who offer promotions to employees who surpass their goals are exhibiting transactional leadership. In the classroom, teachers are being transactional when they give students a grade for work completed. The exchange dimension of transactional leadership is very common and can be observed at many levels throughout all types of organizations. While exchanges or transactions between leader and member are a natural component of employment contracts, research suggests that employees do not necessarily perceive transactional leaders as those most capable of creating trusting, mutually beneficial leader–member relationships (Notgrass, 2014). Instead, employees prefer managers to perform transformational leadership behaviors such as encouraging creativity, recognizing accomplishments, building trust, and inspiring a collective vision (Notgrass, 2014).
In contrast to transactional leadership, transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. Burns points to Mohandas Gandhi as a classic example of transformational leadership. Gandhi raised the hopes and demands of millions of his people and, in the process, was changed himself.
Another good example of transformational leadership can be observed in the efforts of Swedish teenager Greta Thunberg, who raised awareness around the world regarding global climate change. Thunberg began her activism by sitting outside the Swedish parliament every school day, holding a sign reading
_Skolstrejk för klimatet_ (“School strike for climate”). This inspired an international movement, and Thunberg spoke in public and to political leaders and assemblies, where she criticized world leaders for their failure to sufficiently address the climate crisis.
In the organizational world, an example of transformational leadership would be a manager who attempts to change a company’s corporate values to reflect a more humane standard of fairness and justice. In the process, both the manager and the followers may emerge with a stronger and higher set of moral values. In fact, Mason, Griffin, and Parker (2014) demonstrated that through transformational leadership training, leaders were able to enhance their self-efficacy, positive affect, and ability to consider multiple perspectives. Their findings suggest that transformational leadership can result in positive psychological gains for both leader and follower.
**Pseudotransformational Leadership.**
Because the conceptualization of transformational leadership set forth by Burns (1978) includes raising the level of morality in others, it is difficult to use this term when describing a leader such as Adolf Hitler, who was transforming but in a negative way. To deal with this problem, Bass (1998) coined the term
_pseudotransformational leadership_. This term refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral values (Bass & Riggio, 2006). Pseudotransformational leadership is considered
_personalized leadership_, which focuses on the leader’s own interests rather than on the interests of others (Bass & Steidlmeier, 1999). Authentic transformational leadership is
_socialized leadership_, which is concerned with the collective good. Socialized transformational leaders transcend their own interests for the sake of others (Howell & Avolio, 1993).
In a series of four experimental studies, Christie, Barling, and Turner (2011) set forth a preliminary model of pseudotransformational leadership that reflected four components of transformational leadership discussed later in this chapter:
_idealized influence, inspirational motivation, intellectual stimulation_, and
_individualized consideration_. This model helps to clarify the meaning of pseudotransformational leadership. It suggests that pseudotransformational leadership is inspired leadership that is self-serving, is unwilling to encourage independent thought in followers, and exhibits little general caring for others. Pseudotransformational leaders have strong inspirational talent and appeal but are manipulative and dominant and direct followers toward the leader’s values. This type of leadership is threatening to the welfare of followers because it ignores the common good.
To sort out the complexities related to the “moral uplifting” component of authentic transformational leadership, Zhu, Avolio, Riggio, and Sosik (2011) proposed a theoretical model examining how authentic transformational leadership influences the ethics of individual followers and groups. The authors hypothesize that authentic transformational leadership positively affects followers’ moral identities and moral emotions (e.g., empathy and guilt) and this, in turn, leads to moral decision making and moral action by the followers. Furthermore, the authors theorize that authentic transformational leadership is positively associated with group ethical climate, decision making, and moral action. In the future, research is needed to test the validity of the assumptions laid out in this model.
**Transformational Leadership and Charisma**
At about the same time Burns’s book was published, House (1976) published a theory of charismatic leadership. Since its publication, charismatic leadership has received a great deal of attention by researchers (e.g., Conger, 1999; Hunt & Conger, 1999). It is often described in ways that make it similar to, if not synonymous with, transformational leadership.
The word
_charisma_ was first used to describe a special gift that certain individuals possess that gives them the capacity to do extraordinary things. Weber (1947) provided the most well-known definition of charisma as a special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader. Despite Weber’s emphasis on charisma as a personality characteristic, he also recognized the important role played by followers in validating charisma in these leaders (Bryman, 1992; House, 1976).
In his theory of charismatic leadership, House suggested that charismatic leaders act in unique ways that have specific charismatic effects on their followers (
[Table 8.1](https://app.perusall.com/epub-content/k8Ld5CB7Zh7SqBpjz/OEBPS/s9781071834497.i1287.xhtml)). For House, the personality characteristics of a charismatic leader include being dominant, having a strong desire to influence others, being self-confident, and having a strong sense of one’s own moral values.
In addition to displaying certain personality characteristics, charismatic leaders demonstrate specific types of behaviors. First, they are strong role models for the beliefs and values they want their followers to adopt. For example, Gandhi advocated nonviolence and was an exemplary role model of civil disobedience. Second, charismatic leaders appear competent to followers.
References
**Northouse, P. G. (2021). Leadership: Theory and Practice, 9th Edition. Los Angeles: SAGE Publications, Inc. ISBN: 1544397569**
**## annotatedbibliography510resubmission.docx**
10
**Annotated Bibliography**
Thad Cain
Arizona State University
Ogl-510
Dr. Sean Williams
February 23, 2025
This annotated bibliography explores the connection between transformational leadership and its effects on workers' motivation and change in the business culture. Transformational leadership, which has the attributes of inspiration, empowerment and innovation, is important to motivation of people at work, improved performance and good organizational culture, leading to success of the overall organization.
**Research Questions**
"In what ways do the various dimensions of transformational leadership such as idealized influence, inspirational motivation, intellectual stimulation, and individual consideration uniquely influencing employee motivation and performance and which dimension is the most significant across varying organizational cultures?"
**Annotated Bibliography**
Suryadi, Y., Trisnawati, T., & Al-Amin, A.-A. (2024). The Impact Of Transformational Leadership On Organizational Performance And Employee Motivation.
_Transforma Jurnal Manajemen_,
_2_(2), 65–76. https://doi.org/10.56457/tjm.v2i2.129
**Keywords**: Transformational leadership, worker motivation, firm’s performance, leadership vision.
**Type**: Descriptive qualitative
**Research questions**: How is transformational leadership related to performance?
**Summary**: The study looks into how clear vision communication, support, and professional development, along with emotional support impact on the transformational leaders on inspiring employees and business performance. Transformational leaders help with the creation of a workplace where workers are willing to contribute their efforts towards the organizational goals.
**Contribution**: the study demonstrate that transformational leadership fosters intrinsic employee motivation that consequently positively effects the whole organization performance.
Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model.
_Future Business Journal_,
_6_(1), 1–13. Springer. https://doi.org/10.1186/s43093-020-00043-8
**Keywords**: Transformational leadership, work performance, burnout, social loafing, intrinsic motivation.
**Type**: Quantitative (survey-based)
**Sample**: 308
**Research Questions**: How does transformational leadership influences work performance, burnout, and social loafing?
**Summary**: This study analyzes how transformational leadership positively impact on work performance as well as decreases burnout, by having intrinsic motivation as a mediator. The findings reveals the impact role played by the transformational leaders in encouraging employees to better performance and lessen negative behavior in the form of social loafing.
**Contributions**: The findings supports the scientific literature by emphasizing the interceding role of intrinsic motivation and the essence of transformational leadership in managing employee’s behavior and enhancing work performance.
Ibrahim, M., Karollah, B., Juned, V., & Yunus, M. (2022). The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era.
_Frontiers in Psychology_,
_13_. https://doi.org/10.3389/fpsyg.2022.908966
**Keywords**: Transformational leadership, work motivation, millennial employees, firms’culture.
**Type**: Quantitative (survey-based)
**Sample**: 500 respondents from Millennial Generation Employees
**Research Questions**: How do transformational leader, work motivation, and culture of the organization influence the performance of the millennial workers?
**Summary**: the research emphasize on millennial workforce in the manufacturing sector, and proved employee motivation is affected by the transformational leadership and cultures of the facility which subsequently enhances performance. The research shows how important it is to create such an environment or atmosphere for the younger generation.
**Contribution**: the study emphasizes that transformational leaders should alter their styles to create an environment that meets the expectations and motive of the millennial employees to ensure the success of the organization in the digital age.
Nguyen, N. P., Hang, N. T. T., Hiep, N., & Flynn, O. (2023). Does transformational leadership influence organisational culture and organisational performance: Empirical evidence from an emerging country.
_IIMB Management Review_,
_35_(4), 382–392.
[https://doi.org/10.1016/j.iimb.2023.10.001](https://doi.org/10.1016/j.iimb.2023.10.001)
**Keywords**: Transformational leadership, organizational culture, organizational performance, emerging economies.
**Type**: Quantitative (structural equation modeling)
**Research Questions**: how does the organizational culture and performance impacted by the transformation leadership?
**Sample**: 903
**Summary:** the article looks into the effects associated with the transformational leadership on firms’ performance in the Vietnamese manufacturing sector, which is evidenced in business culture between leadership and performance.
**Contribution**: The article informs more about the connection between transformational leadership and culture of the facilities in contributing to superior performance in emerging economies.
Yusup, A., & Maulani, I. E. (2023). The Influence of Transformational Leadership on Employee Motivation.
_Devotion Journal of Community Service_,
_4_(3), 798–802. https://doi.org/10.36418/devotion.v4i3.441
**Keywords**: Transformational leadership, worker motivation, and the manufacturing industry.
Type: Quantitative (survey-based)
**Research Questions**: How does transformational leadership relates to the performance of the workers?
**Sample**: 150 employees in three different manufacturing organizations.
**Summary**: the research is about the positive relationship between transformational leaders regarding the workers’ motivations within manufacturing businesses, paying particular attention to tasks of leadership like the vision and empowerment.
**Contribution**: the study reinforces the function or the importance of transformational leadership in the promotion of a motivated workforce that can result in the enhanced organizational performance.
Maswanto, N., Husainah, N., & Risyadi, I. I. (2024). The Effects of Organizational Culture and Transformational Leadership on Worker Performance at the Lebak Regency Ministry of Religious Affairs Office with Job Satisfaction as an Intervening Variable.
_European Journal of Business Management and Research_,
_9_(4), 15–22. https://doi.org/10.24018/ejbmr.2024.9.4.2213
**Keywords**: culture, transformational leadership, job satisfaction, employee performance.
**Sample**: 140
**Type**: Quantitative (survey-based)
**Research Questions**: How does organizational culture and transformational leadership impact on the workers’ performance and their satisfactions in workplace?
**Sample**:
**Summary**: The study shows that job satisfaction helps in mediating the leadership and the performance of the workers and that transformational leadership and organization culture contribute to performance positively.
**Contribution**: The study also contributed to the understanding of how employees' performance can be improved, through increasing job satisfaction, by means of transformational leadership and supportive culture of the organization.
Ahwireng Koomson, G., Tetteh, E. S., & Boadiwaa Bosamtwi, E. (2022). The Impact of Transformational Leadership on Motivation and Performance in Selected Public Sector Organizations.
_Advances in Social Sciences Research Journal_,
_9_(6), 68–89. https://doi.org/10.14738/assrj.96.12298
**Keywords**: Transformational leadership, employee motivation, public sector organizations, performance.
**Type**: Quantitative (survey-based)
**Research Question**: How is the worker motivation and performance in public sector facilities impacted by the transformational leadership?
**Sample**: 69
**Summary**: The goal is to look into the impact associated with the transformational leadership on employee motivation and performance in some chosen public sector firms in Ghana. The difference between inspirational or intellectual stimulation leadership as opposed to charisma: The findings therefore reveal that while inspirational and intellectual stimulation treatments facilitated employee motivation, charismatic leadership treatment led to decreased motivation.
**Contribution**: This research leads to the awareness of how diverse dimensions of transformational leadership affect worker motivation and the operations within public sector setting with key attention to such leadership and its role on worker outcomes.
Shafi, M., Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation.
_Asia Pacific Management Review_,
_25_(3), 166–176. ScienceDirect. https://doi.org/10.1016/j.apmrv.2019.12.002
**Keywords**: intrinsic motivation, organizational innovation, workers creativeness, and transformational leadership.
**Type**: Quantitative (survey-based)
**Sample**: 164 supervisor and the workers.
**Research questions**: How is the creativeness of the workers affected by the culture of transformation leadership? What is the role played by the intrinsic motivation on such relationship?
**Summary**: the study paid attention to the research of transformational leadership on the creativeness of the workers and the innovation within the facility and intrinsic motivation as a moderator. There is a rise in the level of creativeness due to the dimensions such as idealized influence.
**Contribution**: This article contributes to the past studies as it enlighten on the moderating effect of intrinsic motivation on creativity and innovation of organizations.
**References**
Ahwireng Koomson, G., Tetteh, E. S., & Boadiwaa Bosamtwi, E. (2022). The Impact of Transformational Leadership on Motivation and Performance in Selected Public Sector Organizations.
_Advances in Social Sciences Research Journal_,
_9_(6), 68–89. https://doi.org/10.14738/assrj.96.12298
Ibrahim, M., Karollah, B., Juned, V., & Yunus, M. (2022). The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era.
_Frontiers in Psychology_,
_13_. https://doi.org/10.3389/fpsyg.2022.908966
Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model.
_Future Business Journal_,
_6_(1), 1–13. Springer. https://doi.org/10.1186/s43093-020-00043-8
Maswanto, N., Husainah, N., & Risyadi, I. I. (2024). The Effects of Organizational Culture and Transformational Leadership on Worker Performance at the Lebak Regency Ministry of Religious Affairs Office with Job Satisfaction as an Intervening Variable.
_European Journal of Business Management and Research_,
_9_(4), 15–22. https://doi.org/10.24018/ejbmr.2024.9.4.2213
Nguyen, N. P., Hang, N. T. T., Hiep, N., & Flynn, O. (2023). Does transformational leadership influence organisational culture and organisational performance: Empirical evidence from an emerging country.
_IIMB Management Review_,
_35_(4), 382–392. https://doi.org/10.1016/j.iimb.2023.10.001
Shafi, M., Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation.
_Asia Pacific Management Review_,
_25_(3), 166–176. ScienceDirect. https://doi.org/10.1016/j.apmrv.2019.12.002
Suryadi, Y., Trisnawati, T., & Al-Amin, A.-A. (2024). The Impact Of Transformational Leadership On Organizational Performance And Employee Motivation.
_Transforma Jurnal Manajemen_,
_2_(2), 65–76. https://doi.org/10.56457/tjm.v2i2.129
Yusup, A., & Maulani, I. E. (2023). The Influence of Transformational Leadership on Employee Motivation.
_Devotion Journal of Community Service_,
_4_(3), 798–802. https://doi.org/10.36418/devotion.v4i3.441
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**## transformationalfinalpaper.docx**
**8 TRANSFORMATIONAL LEADERSHIP**
**DESCRIPTION**
As one of the current and most popular approaches to leadership, the transformational leadership approach has been the focus of much research since the 1980s. As its name implies, transformational leadership is a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals. It includes assessing followers’ motives, satisfying their needs, and treating them as full human beings. Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them. It is a process that often incorporates charismatic and visionary leadership.
Transformational leadership is part of the “New Leadership” paradigm (Bryman, 1992), which gives more attention to the charismatic and affective elements of leadership. In a content analysis of articles published in
_The Leadership Quarterly_, Lowe and Gardner (2001) found that one third of the research was about transformational or charismatic leadership. That interest has continued into the new millennium; in a follow-up review of leadership research, Dinh et al. (2014) found that interest in transformational leadership was sustained from 2000 to 2012. Similarly, Antonakis (2012) found that the number of papers and citations in the field has grown at an increasing rate, not only in traditional areas like management and social psychology, but in other disciplines such as nursing, education, and industrial engineering. Bass and Riggio (2006) suggested that transformational leadership’s popularity might be due to its emphasis on intrinsic motivation and follower development, which fits the needs of today’s work groups, who want to be inspired and empowered to succeed in times of uncertainty. Clearly, many scholars are studying transformational leadership, and it occupies a central place in leadership research. However, others (i.e., Andersen, 2015; Anderson, Baur, Griffith, & Buckley, 2017) have suggested that the interest in transformational leadership may be exaggerated and that this approach to leading may be less significant as millennials continue to flood into the workplace.
An encompassing approach, transformational leadership can be used to describe a wide range of leadership, from very specific attempts to influence followers on a one-to-one level, to very broad attempts to influence whole organizations and even entire cultures. Although the transformational leader plays a pivotal role in precipitating change, followers and leaders are inextricably bound together in the transformation process. In fact, transformational leadership focuses so heavily on the relationship between leader and follower that some (Andersen, 2015) have suggested that this bias may limit explanations for transformational leadership on organizational effectiveness.
**Transformational Leadership Defined**
The emergence of
_transformational leadership_ as an important approach to leadership began with a classic work by political sociologist James MacGregor Burns titled
_Leadership_ (1978). In his work, Burns attempted to link the roles of leadership and followership. He wrote of leaders as people who tap the motives of followers in order to better reach the goals of leaders and followers (p. 18). For Burns, leadership is quite different from power because it is inseparable from followers’ needs.
**Transformational**
**_Versus_ Transactional Leadership.**
Burns distinguished between two types of leadership:
_transactional_ and
_transformational_. Transactional leadership refers to the bulk of leadership models, which focus on the exchanges that occur between leaders and their followers. Politicians who win votes by promising “no new taxes” are demonstrating transactional leadership. Similarly, managers who offer promotions to employees who surpass their goals are exhibiting transactional leadership. In the classroom, teachers are being transactional when they give students a grade for work completed. The exchange dimension of transactional leadership is very common and can be observed at many levels throughout all types of organizations. While exchanges or transactions between leader and member are a natural component of employment contracts, research suggests that employees do not necessarily perceive transactional leaders as those most capable of creating trusting, mutually beneficial leader–member relationships (Notgrass, 2014). Instead, employees prefer managers to perform transformational leadership behaviors such as encouraging creativity, recognizing accomplishments, building trust, and inspiring a collective vision (Notgrass, 2014).
In contrast to transactional leadership, transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. Burns points to Mohandas Gandhi as a classic example of transformational leadership. Gandhi raised the hopes and demands of millions of his people and, in the process, was changed himself.
Another good example of transformational leadership can be observed in the efforts of Swedish teenager Greta Thunberg, who raised awareness around the world regarding global climate change. Thunberg began her activism by sitting outside the Swedish parliament every school day, holding a sign reading
_Skolstrejk för klimatet_ (“School strike for climate”). This inspired an international movement, and Thunberg spoke in public and to political leaders and assemblies, where she criticized world leaders for their failure to sufficiently address the climate crisis.
In the organizational world, an example of transformational leadership would be a manager who attempts to change a company’s corporate values to reflect a more humane standard of fairness and justice. In the process, both the manager and the followers may emerge with a stronger and higher set of moral values. In fact, Mason, Griffin, and Parker (2014) demonstrated that through transformational leadership training, leaders were able to enhance their self-efficacy, positive affect, and ability to consider multiple perspectives. Their findings suggest that transformational leadership can result in positive psychological gains for both leader and follower.
**Pseudotransformational Leadership.**
Because the conceptualization of transformational leadership set forth by Burns (1978) includes raising the level of morality in others, it is difficult to use this term when describing a leader such as Adolf Hitler, who was transforming but in a negative way. To deal with this problem, Bass (1998) coined the term
_pseudotransformational leadership_. This term refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral values (Bass & Riggio, 2006). Pseudotransformational leadership is considered
_personalized leadership_, which focuses on the leader’s own interests rather than on the interests of others (Bass & Steidlmeier, 1999). Authentic transformational leadership is
_socialized leadership_, which is concerned with the collective good. Socialized transformational leaders transcend their own interests for the sake of others (Howell & Avolio, 1993).
In a series of four experimental studies, Christie, Barling, and Turner (2011) set forth a preliminary model of pseudotransformational leadership that reflected four components of transformational leadership discussed later in this chapter:
_idealized influence, inspirational motivation, intellectual stimulation_, and
_individualized consideration_. This model helps to clarify the meaning of pseudotransformational leadership. It suggests that pseudotransformational leadership is inspired leadership that is self-serving, is unwilling to encourage independent thought in followers, and exhibits little general caring for others. Pseudotransformational leaders have strong inspirational talent and appeal but are manipulative and dominant and direct followers toward the leader’s values. This type of leadership is threatening to the welfare of followers because it ignores the common good.
To sort out the complexities related to the “moral uplifting” component of authentic transformational leadership, Zhu, Avolio, Riggio, and Sosik (2011) proposed a theoretical model examining how authentic transformational leadership influences the ethics of individual followers and groups. The authors hypothesize that authentic transformational leadership positively affects followers’ moral identities and moral emotions (e.g., empathy and guilt) and this, in turn, leads to moral decision making and moral action by the followers. Furthermore, the authors theorize that authentic transformational leadership is positively associated with group ethical climate, decision making, and moral action. In the future, research is needed to test the validity of the assumptions laid out in this model.
**Transformational Leadership and Charisma**
At about the same time Burns’s book was published, House (1976) published a theory of charismatic leadership. Since its publication, charismatic leadership has received a great deal of attention by researchers (e.g., Conger, 1999; Hunt & Conger, 1999). It is often described in ways that make it similar to, if not synonymous with, transformational leadership.
The word
_charisma_ was first used to describe a special gift that certain individuals possess that gives them the capacity to do extraordinary things. Weber (1947) provided the most well-known definition of charisma as a special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader. Despite Weber’s emphasis on charisma as a personality characteristic, he also recognized the important role played by followers in validating charisma in these leaders (Bryman, 1992; House, 1976).
In his theory of charismatic leadership, House suggested that charismatic leaders act in unique ways that have specific charismatic effects on their followers (
[Table 8.1](https://app.perusall.com/epub-content/k8Ld5CB7Zh7SqBpjz/OEBPS/s9781071834497.i1287.xhtml)). For House, the personality characteristics of a charismatic leader include being dominant, having a strong desire to influence others, being self-confident, and having a strong sense of one’s own moral values.
In addition to displaying certain personality characteristics, charismatic leaders demonstrate specific types of behaviors. First, they are strong role models for the beliefs and values they want their followers to adopt. For example, Gandhi advocated nonviolence and was an exemplary role model of civil disobedience. Second, charismatic leaders appear competent to followers.
References
**Northouse, P. G. (2021). Leadership: Theory and Practice, 9th Edition. Los Angeles: SAGE Publications, Inc. ISBN: 1544397569**
**## annotatedbibliography510resubmission.docx**
10
**Annotated Bibliography**
Thad Cain
Arizona State University
Ogl-510
Dr. Sean Williams
February 23, 2025
This annotated bibliography explores the connection between transformational leadership and its effects on workers' motivation and change in the business culture. Transformational leadership, which has the attributes of inspiration, empowerment and innovation, is important to motivation of people at work, improved performance and good organizational culture, leading to success of the overall organization.
**Research Questions**
"In what ways do the various dimensions of transformational leadership such as idealized influence, inspirational motivation, intellectual stimulation, and individual consideration uniquely influencing employee motivation and performance and which dimension is the most significant across varying organizational cultures?"
**Annotated Bibliography**
Suryadi, Y., Trisnawati, T., & Al-Amin, A.-A. (2024). The Impact Of Transformational Leadership On Organizational Performance And Employee Motivation.
_Transforma Jurnal Manajemen_,
_2_(2), 65–76. https://doi.org/10.56457/tjm.v2i2.129
**Keywords**: Transformational leadership, worker motivation, firm’s performance, leadership vision.
**Type**: Descriptive qualitative
**Research questions**: How is transformational leadership related to performance?
**Summary**: The study looks into how clear vision communication, support, and professional development, along with emotional support impact on the transformational leaders on inspiring employees and business performance. Transformational leaders help with the creation of a workplace where workers are willing to contribute their efforts towards the organizational goals.
**Contribution**: the study demonstrate that transformational leadership fosters intrinsic employee motivation that consequently positively effects the whole organization performance.
Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model.
_Future Business Journal_,
_6_(1), 1–13. Springer. https://doi.org/10.1186/s43093-020-00043-8
**Keywords**: Transformational leadership, work performance, burnout, social loafing, intrinsic motivation.
**Type**: Quantitative (survey-based)
**Sample**: 308
**Research Questions**: How does transformational leadership influences work performance, burnout, and social loafing?
**Summary**: This study analyzes how transformational leadership positively impact on work performance as well as decreases burnout, by having intrinsic motivation as a mediator. The findings reveals the impact role played by the transformational leaders in encouraging employees to better performance and lessen negative behavior in the form of social loafing.
**Contributions**: The findings supports the scientific literature by emphasizing the interceding role of intrinsic motivation and the essence of transformational leadership in managing employee’s behavior and enhancing work performance.
Ibrahim, M., Karollah, B., Juned, V., & Yunus, M. (2022). The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era.
_Frontiers in Psychology_,
_13_. https://doi.org/10.3389/fpsyg.2022.908966
**Keywords**: Transformational leadership, work motivation, millennial employees, firms’culture.
**Type**: Quantitative (survey-based)
**Sample**: 500 respondents from Millennial Generation Employees
**Research Questions**: How do transformational leader, work motivation, and culture of the organization influence the performance of the millennial workers?
**Summary**: the research emphasize on millennial workforce in the manufacturing sector, and proved employee motivation is affected by the transformational leadership and cultures of the facility which subsequently enhances performance. The research shows how important it is to create such an environment or atmosphere for the younger generation.
**Contribution**: the study emphasizes that transformational leaders should alter their styles to create an environment that meets the expectations and motive of the millennial employees to ensure the success of the organization in the digital age.
Nguyen, N. P., Hang, N. T. T., Hiep, N., & Flynn, O. (2023). Does transformational leadership influence organisational culture and organisational performance: Empirical evidence from an emerging country.
_IIMB Management Review_,
_35_(4), 382–392.
[https://doi.org/10.1016/j.iimb.2023.10.001](https://doi.org/10.1016/j.iimb.2023.10.001)
**Keywords**: Transformational leadership, organizational culture, organizational performance, emerging economies.
**Type**: Quantitative (structural equation modeling)
**Research Questions**: how does the organizational culture and performance impacted by the transformation leadership?
**Sample**: 903
**Summary:** the article looks into the effects associated with the transformational leadership on firms’ performance in the Vietnamese manufacturing sector, which is evidenced in business culture between leadership and performance.
**Contribution**: The article informs more about the connection between transformational leadership and culture of the facilities in contributing to superior performance in emerging economies.
Yusup, A., & Maulani, I. E. (2023). The Influence of Transformational Leadership on Employee Motivation.
_Devotion Journal of Community Service_,
_4_(3), 798–802. https://doi.org/10.36418/devotion.v4i3.441
**Keywords**: Transformational leadership, worker motivation, and the manufacturing industry.
Type: Quantitative (survey-based)
**Research Questions**: How does transformational leadership relates to the performance of the workers?
**Sample**: 150 employees in three different manufacturing organizations.
**Summary**: the research is about the positive relationship between transformational leaders regarding the workers’ motivations within manufacturing businesses, paying particular attention to tasks of leadership like the vision and empowerment.
**Contribution**: the study reinforces the function or the importance of transformational leadership in the promotion of a motivated workforce that can result in the enhanced organizational performance.
Maswanto, N., Husainah, N., & Risyadi, I. I. (2024). The Effects of Organizational Culture and Transformational Leadership on Worker Performance at the Lebak Regency Ministry of Religious Affairs Office with Job Satisfaction as an Intervening Variable.
_European Journal of Business Management and Research_,
_9_(4), 15–22. https://doi.org/10.24018/ejbmr.2024.9.4.2213
**Keywords**: culture, transformational leadership, job satisfaction, employee performance.
**Sample**: 140
**Type**: Quantitative (survey-based)
**Research Questions**: How does organizational culture and transformational leadership impact on the workers’ performance and their satisfactions in workplace?
**Sample**:
**Summary**: The study shows that job satisfaction helps in mediating the leadership and the performance of the workers and that transformational leadership and organization culture contribute to performance positively.
**Contribution**: The study also contributed to the understanding of how employees' performance can be improved, through increasing job satisfaction, by means of transformational leadership and supportive culture of the organization.
Ahwireng Koomson, G., Tetteh, E. S., & Boadiwaa Bosamtwi, E. (2022). The Impact of Transformational Leadership on Motivation and Performance in Selected Public Sector Organizations.
_Advances in Social Sciences Research Journal_,
_9_(6), 68–89. https://doi.org/10.14738/assrj.96.12298
**Keywords**: Transformational leadership, employee motivation, public sector organizations, performance.
**Type**: Quantitative (survey-based)
**Research Question**: How is the worker motivation and performance in public sector facilities impacted by the transformational leadership?
**Sample**: 69
**Summary**: The goal is to look into the impact associated with the transformational leadership on employee motivation and performance in some chosen public sector firms in Ghana. The difference between inspirational or intellectual stimulation leadership as opposed to charisma: The findings therefore reveal that while inspirational and intellectual stimulation treatments facilitated employee motivation, charismatic leadership treatment led to decreased motivation.
**Contribution**: This research leads to the awareness of how diverse dimensions of transformational leadership affect worker motivation and the operations within public sector setting with key attention to such leadership and its role on worker outcomes.
Shafi, M., Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation.
_Asia Pacific Management Review_,
_25_(3), 166–176. ScienceDirect. https://doi.org/10.1016/j.apmrv.2019.12.002
**Keywords**: intrinsic motivation, organizational innovation, workers creativeness, and transformational leadership.
**Type**: Quantitative (survey-based)
**Sample**: 164 supervisor and the workers.
**Research questions**: How is the creativeness of the workers affected by the culture of transformation leadership? What is the role played by the intrinsic motivation on such relationship?
**Summary**: the study paid attention to the research of transformational leadership on the creativeness of the workers and the innovation within the facility and intrinsic motivation as a moderator. There is a rise in the level of creativeness due to the dimensions such as idealized influence.
**Contribution**: This article contributes to the past studies as it enlighten on the moderating effect of intrinsic motivation on creativity and innovation of organizations.
**References**
Ahwireng Koomson, G., Tetteh, E. S., & Boadiwaa Bosamtwi, E. (2022). The Impact of Transformational Leadership on Motivation and Performance in Selected Public Sector Organizations.
_Advances in Social Sciences Research Journal_,
_9_(6), 68–89. https://doi.org/10.14738/assrj.96.12298
Ibrahim, M., Karollah, B., Juned, V., & Yunus, M. (2022). The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era.
_Frontiers in Psychology_,
_13_. https://doi.org/10.3389/fpsyg.2022.908966
Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model.
_Future Business Journal_,
_6_(1), 1–13. Springer. https://doi.org/10.1186/s43093-020-00043-8
Maswanto, N., Husainah, N., & Risyadi, I. I. (2024). The Effects of Organizational Culture and Transformational Leadership on Worker Performance at the Lebak Regency Ministry of Religious Affairs Office with Job Satisfaction as an Intervening Variable.
_European Journal of Business Management and Research_,
_9_(4), 15–22. https://doi.org/10.24018/ejbmr.2024.9.4.2213
Nguyen, N. P., Hang, N. T. T., Hiep, N., & Flynn, O. (2023). Does transformational leadership influence organisational culture and organisational performance: Empirical evidence from an emerging country.
_IIMB Management Review_,
_35_(4), 382–392. https://doi.org/10.1016/j.iimb.2023.10.001
Shafi, M., Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation.
_Asia Pacific Management Review_,
_25_(3), 166–176. ScienceDirect. https://doi.org/10.1016/j.apmrv.2019.12.002
Suryadi, Y., Trisnawati, T., & Al-Amin, A.-A. (2024). The Impact Of Transformational Leadership On Organizational Performance And Employee Motivation.
_Transforma Jurnal Manajemen_,
_2_(2), 65–76. https://doi.org/10.56457/tjm.v2i2.129
Yusup, A., & Maulani, I. E. (2023). The Influence of Transformational Leadership on Employee Motivation.
_Devotion Journal of Community Service_,
_4_(3), 798–802. https://doi.org/10.36418/devotion.v4i3.441
**Module7final.docx**
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**## transformationalfinalpaper.docx**
**8 TRANSFORMATIONAL LEADERSHIP**
**DESCRIPTION**
As one of the current and most popular approaches to leadership, the transformational leadership approach has been the focus of much research since the 1980s. As its name implies, transformational leadership is a process that changes and transforms people. It is concerned with emotions, values, ethics, standards, and long-term goals. It includes assessing followers’ motives, satisfying their needs, and treating them as full human beings. Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them. It is a process that often incorporates charismatic and visionary leadership.
Transformational leadership is part of the “New Leadership” paradigm (Bryman, 1992), which gives more attention to the charismatic and affective elements of leadership. In a content analysis of articles published in
_The Leadership Quarterly_, Lowe and Gardner (2001) found that one third of the research was about transformational or charismatic leadership. That interest has continued into the new millennium; in a follow-up review of leadership research, Dinh et al. (2014) found that interest in transformational leadership was sustained from 2000 to 2012. Similarly, Antonakis (2012) found that the number of papers and citations in the field has grown at an increasing rate, not only in traditional areas like management and social psychology, but in other disciplines such as nursing, education, and industrial engineering. Bass and Riggio (2006) suggested that transformational leadership’s popularity might be due to its emphasis on intrinsic motivation and follower development, which fits the needs of today’s work groups, who want to be inspired and empowered to succeed in times of uncertainty. Clearly, many scholars are studying transformational leadership, and it occupies a central place in leadership research. However, others (i.e., Andersen, 2015; Anderson, Baur, Griffith, & Buckley, 2017) have suggested that the interest in transformational leadership may be exaggerated and that this approach to leading may be less significant as millennials continue to flood into the workplace.
An encompassing approach, transformational leadership can be used to describe a wide range of leadership, from very specific attempts to influence followers on a one-to-one level, to very broad attempts to influence whole organizations and even entire cultures. Although the transformational leader plays a pivotal role in precipitating change, followers and leaders are inextricably bound together in the transformation process. In fact, transformational leadership focuses so heavily on the relationship between leader and follower that some (Andersen, 2015) have suggested that this bias may limit explanations for transformational leadership on organizational effectiveness.
**Transformational Leadership Defined**
The emergence of
_transformational leadership_ as an important approach to leadership began with a classic work by political sociologist James MacGregor Burns titled
_Leadership_ (1978). In his work, Burns attempted to link the roles of leadership and followership. He wrote of leaders as people who tap the motives of followers in order to better reach the goals of leaders and followers (p. 18). For Burns, leadership is quite different from power because it is inseparable from followers’ needs.
**Transformational**
**_Versus_ Transactional Leadership.**
Burns distinguished between two types of leadership:
_transactional_ and
_transformational_. Transactional leadership refers to the bulk of leadership models, which focus on the exchanges that occur between leaders and their followers. Politicians who win votes by promising “no new taxes” are demonstrating transactional leadership. Similarly, managers who offer promotions to employees who surpass their goals are exhibiting transactional leadership. In the classroom, teachers are being transactional when they give students a grade for work completed. The exchange dimension of transactional leadership is very common and can be observed at many levels throughout all types of organizations. While exchanges or transactions between leader and member are a natural component of employment contracts, research suggests that employees do not necessarily perceive transactional leaders as those most capable of creating trusting, mutually beneficial leader–member relationships (Notgrass, 2014). Instead, employees prefer managers to perform transformational leadership behaviors such as encouraging creativity, recognizing accomplishments, building trust, and inspiring a collective vision (Notgrass, 2014).
In contrast to transactional leadership, transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. Burns points to Mohandas Gandhi as a classic example of transformational leadership. Gandhi raised the hopes and demands of millions of his people and, in the process, was changed himself.
Another good example of transformational leadership can be observed in the efforts of Swedish teenager Greta Thunberg, who raised awareness around the world regarding global climate change. Thunberg began her activism by sitting outside the Swedish parliament every school day, holding a sign reading
_Skolstrejk för klimatet_ (“School strike for climate”). This inspired an international movement, and Thunberg spoke in public and to political leaders and assemblies, where she criticized world leaders for their failure to sufficiently address the climate crisis.
In the organizational world, an example of transformational leadership would be a manager who attempts to change a company’s corporate values to reflect a more humane standard of fairness and justice. In the process, both the manager and the followers may emerge with a stronger and higher set of moral values. In fact, Mason, Griffin, and Parker (2014) demonstrated that through transformational leadership training, leaders were able to enhance their self-efficacy, positive affect, and ability to consider multiple perspectives. Their findings suggest that transformational leadership can result in positive psychological gains for both leader and follower.
**Pseudotransformational Leadership.**
Because the conceptualization of transformational leadership set forth by Burns (1978) includes raising the level of morality in others, it is difficult to use this term when describing a leader such as Adolf Hitler, who was transforming but in a negative way. To deal with this problem, Bass (1998) coined the term
_pseudotransformational leadership_. This term refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral values (Bass & Riggio, 2006). Pseudotransformational leadership is considered
_personalized leadership_, which focuses on the leader’s own interests rather than on the interests of others (Bass & Steidlmeier, 1999). Authentic transformational leadership is
_socialized leadership_, which is concerned with the collective good. Socialized transformational leaders transcend their own interests for the sake of others (Howell & Avolio, 1993).
In a series of four experimental studies, Christie, Barling, and Turner (2011) set forth a preliminary model of pseudotransformational leadership that reflected four components of transformational leadership discussed later in this chapter:
_idealized influence, inspirational motivation, intellectual stimulation_, and
_individualized consideration_. This model helps to clarify the meaning of pseudotransformational leadership. It suggests that pseudotransformational leadership is inspired leadership that is self-serving, is unwilling to encourage independent thought in followers, and exhibits little general caring for others. Pseudotransformational leaders have strong inspirational talent and appeal but are manipulative and dominant and direct followers toward the leader’s values. This type of leadership is threatening to the welfare of followers because it ignores the common good.
To sort out the complexities related to the “moral uplifting” component of authentic transformational leadership, Zhu, Avolio, Riggio, and Sosik (2011) proposed a theoretical model examining how authentic transformational leadership influences the ethics of individual followers and groups. The authors hypothesize that authentic transformational leadership positively affects followers’ moral identities and moral emotions (e.g., empathy and guilt) and this, in turn, leads to moral decision making and moral action by the followers. Furthermore, the authors theorize that authentic transformational leadership is positively associated with group ethical climate, decision making, and moral action. In the future, research is needed to test the validity of the assumptions laid out in this model.
**Transformational Leadership and Charisma**
At about the same time Burns’s book was published, House (1976) published a theory of charismatic leadership. Since its publication, charismatic leadership has received a great deal of attention by researchers (e.g., Conger, 1999; Hunt & Conger, 1999). It is often described in ways that make it similar to, if not synonymous with, transformational leadership.
The word
_charisma_ was first used to describe a special gift that certain individuals possess that gives them the capacity to do extraordinary things. Weber (1947) provided the most well-known definition of charisma as a special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader. Despite Weber’s emphasis on charisma as a personality characteristic, he also recognized the important role played by followers in validating charisma in these leaders (Bryman, 1992; House, 1976).
In his theory of charismatic leadership, House suggested that charismatic leaders act in unique ways that have specific charismatic effects on their followers (
[Table 8.1](https://app.perusall.com/epub-content/k8Ld5CB7Zh7SqBpjz/OEBPS/s9781071834497.i1287.xhtml)). For House, the personality characteristics of a charismatic leader include being dominant, having a strong desire to influence others, being self-confident, and having a strong sense of one’s own moral values.
In addition to displaying certain personality characteristics, charismatic leaders demonstrate specific types of behaviors. First, they are strong role models for the beliefs and values they want their followers to adopt. For example, Gandhi advocated nonviolence and was an exemplary role model of civil disobedience. Second, charismatic leaders appear competent to followers.
References
**Northouse, P. G. (2021). Leadership: Theory and Practice, 9th Edition. Los Angeles: SAGE Publications, Inc. ISBN: 1544397569**
**## annotatedbibliography510resubmission.docx**
10
**Annotated Bibliography**
Thad Cain
Arizona State University
Ogl-510
Dr. Sean Williams
February 23, 2025
This annotated bibliography explores the connection between transformational leadership and its effects on workers' motivation and change in the business culture. Transformational leadership, which has the attributes of inspiration, empowerment and innovation, is important to motivation of people at work, improved performance and good organizational culture, leading to success of the overall organization.
**Research Questions**
"In what ways do the various dimensions of transformational leadership such as idealized influence, inspirational motivation, intellectual stimulation, and individual consideration uniquely influencing employee motivation and performance and which dimension is the most significant across varying organizational cultures?"
**Annotated Bibliography**
Suryadi, Y., Trisnawati, T., & Al-Amin, A.-A. (2024). The Impact Of Transformational Leadership On Organizational Performance And Employee Motivation.
_Transforma Jurnal Manajemen_,
_2_(2), 65–76. https://doi.org/10.56457/tjm.v2i2.129
**Keywords**: Transformational leadership, worker motivation, firm’s performance, leadership vision.
**Type**: Descriptive qualitative
**Research questions**: How is transformational leadership related to performance?
**Summary**: The study looks into how clear vision communication, support, and professional development, along with emotional support impact on the transformational leaders on inspiring employees and business performance. Transformational leaders help with the creation of a workplace where workers are willing to contribute their efforts towards the organizational goals.
**Contribution**: the study demonstrate that transformational leadership fosters intrinsic employee motivation that consequently positively effects the whole organization performance.
Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model.
_Future Business Journal_,
_6_(1), 1–13. Springer. https://doi.org/10.1186/s43093-020-00043-8
**Keywords**: Transformational leadership, work performance, burnout, social loafing, intrinsic motivation.
**Type**: Quantitative (survey-based)
**Sample**: 308
**Research Questions**: How does transformational leadership influences work performance, burnout, and social loafing?
**Summary**: This study analyzes how transformational leadership positively impact on work performance as well as decreases burnout, by having intrinsic motivation as a mediator. The findings reveals the impact role played by the transformational leaders in encouraging employees to better performance and lessen negative behavior in the form of social loafing.
**Contributions**: The findings supports the scientific literature by emphasizing the interceding role of intrinsic motivation and the essence of transformational leadership in managing employee’s behavior and enhancing work performance.
Ibrahim, M., Karollah, B., Juned, V., & Yunus, M. (2022). The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era.
_Frontiers in Psychology_,
_13_. https://doi.org/10.3389/fpsyg.2022.908966
**Keywords**: Transformational leadership, work motivation, millennial employees, firms’culture.
**Type**: Quantitative (survey-based)
**Sample**: 500 respondents from Millennial Generation Employees
**Research Questions**: How do transformational leader, work motivation, and culture of the organization influence the performance of the millennial workers?
**Summary**: the research emphasize on millennial workforce in the manufacturing sector, and proved employee motivation is affected by the transformational leadership and cultures of the facility which subsequently enhances performance. The research shows how important it is to create such an environment or atmosphere for the younger generation.
**Contribution**: the study emphasizes that transformational leaders should alter their styles to create an environment that meets the expectations and motive of the millennial employees to ensure the success of the organization in the digital age.
Nguyen, N. P., Hang, N. T. T., Hiep, N., & Flynn, O. (2023). Does transformational leadership influence organisational culture and organisational performance: Empirical evidence from an emerging country.
_IIMB Management Review_,
_35_(4), 382–392.
[https://doi.org/10.1016/j.iimb.2023.10.001](https://doi.org/10.1016/j.iimb.2023.10.001)
**Keywords**: Transformational leadership, organizational culture, organizational performance, emerging economies.
**Type**: Quantitative (structural equation modeling)
**Research Questions**: how does the organizational culture and performance impacted by the transformation leadership?
**Sample**: 903
**Summary:** the article looks into the effects associated with the transformational leadership on firms’ performance in the Vietnamese manufacturing sector, which is evidenced in business culture between leadership and performance.
**Contribution**: The article informs more about the connection between transformational leadership and culture of the facilities in contributing to superior performance in emerging economies.
Yusup, A., & Maulani, I. E. (2023). The Influence of Transformational Leadership on Employee Motivation.
_Devotion Journal of Community Service_,
_4_(3), 798–802. https://doi.org/10.36418/devotion.v4i3.441
**Keywords**: Transformational leadership, worker motivation, and the manufacturing industry.
Type: Quantitative (survey-based)
**Research Questions**: How does transformational leadership relates to the performance of the workers?
**Sample**: 150 employees in three different manufacturing organizations.
**Summary**: the research is about the positive relationship between transformational leaders regarding the workers’ motivations within manufacturing businesses, paying particular attention to tasks of leadership like the vision and empowerment.
**Contribution**: the study reinforces the function or the importance of transformational leadership in the promotion of a motivated workforce that can result in the enhanced organizational performance.
Maswanto, N., Husainah, N., & Risyadi, I. I. (2024). The Effects of Organizational Culture and Transformational Leadership on Worker Performance at the Lebak Regency Ministry of Religious Affairs Office with Job Satisfaction as an Intervening Variable.
_European Journal of Business Management and Research_,
_9_(4), 15–22. https://doi.org/10.24018/ejbmr.2024.9.4.2213
**Keywords**: culture, transformational leadership, job satisfaction, employee performance.
**Sample**: 140
**Type**: Quantitative (survey-based)
**Research Questions**: How does organizational culture and transformational leadership impact on the workers’ performance and their satisfactions in workplace?
**Sample**:
**Summary**: The study shows that job satisfaction helps in mediating the leadership and the performance of the workers and that transformational leadership and organization culture contribute to performance positively.
**Contribution**: The study also contributed to the understanding of how employees' performance can be improved, through increasing job satisfaction, by means of transformational leadership and supportive culture of the organization.
Ahwireng Koomson, G., Tetteh, E. S., & Boadiwaa Bosamtwi, E. (2022). The Impact of Transformational Leadership on Motivation and Performance in Selected Public Sector Organizations.
_Advances in Social Sciences Research Journal_,
_9_(6), 68–89. https://doi.org/10.14738/assrj.96.12298
**Keywords**: Transformational leadership, employee motivation, public sector organizations, performance.
**Type**: Quantitative (survey-based)
**Research Question**: How is the worker motivation and performance in public sector facilities impacted by the transformational leadership?
**Sample**: 69
**Summary**: The goal is to look into the impact associated with the transformational leadership on employee motivation and performance in some chosen public sector firms in Ghana. The difference between inspirational or intellectual stimulation leadership as opposed to charisma: The findings therefore reveal that while inspirational and intellectual stimulation treatments facilitated employee motivation, charismatic leadership treatment led to decreased motivation.
**Contribution**: This research leads to the awareness of how diverse dimensions of transformational leadership affect worker motivation and the operations within public sector setting with key attention to such leadership and its role on worker outcomes.
Shafi, M., Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation.
_Asia Pacific Management Review_,
_25_(3), 166–176. ScienceDirect. https://doi.org/10.1016/j.apmrv.2019.12.002
**Keywords**: intrinsic motivation, organizational innovation, workers creativeness, and transformational leadership.
**Type**: Quantitative (survey-based)
**Sample**: 164 supervisor and the workers.
**Research questions**: How is the creativeness of the workers affected by the culture of transformation leadership? What is the role played by the intrinsic motivation on such relationship?
**Summary**: the study paid attention to the research of transformational leadership on the creativeness of the workers and the innovation within the facility and intrinsic motivation as a moderator. There is a rise in the level of creativeness due to the dimensions such as idealized influence.
**Contribution**: This article contributes to the past studies as it enlighten on the moderating effect of intrinsic motivation on creativity and innovation of organizations.
**References**
Ahwireng Koomson, G., Tetteh, E. S., & Boadiwaa Bosamtwi, E. (2022). The Impact of Transformational Leadership on Motivation and Performance in Selected Public Sector Organizations.
_Advances in Social Sciences Research Journal_,
_9_(6), 68–89. https://doi.org/10.14738/assrj.96.12298
Ibrahim, M., Karollah, B., Juned, V., & Yunus, M. (2022). The Effect of Transformational Leadership, Work Motivation and Culture on Millennial Generation Employees Performance of the Manufacturing Industry in the Digital Era.
_Frontiers in Psychology_,
_13_. https://doi.org/10.3389/fpsyg.2022.908966
Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: A mediation model.
_Future Business Journal_,
_6_(1), 1–13. Springer. https://doi.org/10.1186/s43093-020-00043-8
Maswanto, N., Husainah, N., & Risyadi, I. I. (2024). The Effects of Organizational Culture and Transformational Leadership on Worker Performance at the Lebak Regency Ministry of Religious Affairs Office with Job Satisfaction as an Intervening Variable.
_European Journal of Business Management and Research_,
_9_(4), 15–22. https://doi.org/10.24018/ejbmr.2024.9.4.2213
Nguyen, N. P., Hang, N. T. T., Hiep, N., & Flynn, O. (2023). Does transformational leadership influence organisational culture and organisational performance: Empirical evidence from an emerging country.
_IIMB Management Review_,
_35_(4), 382–392. https://doi.org/10.1016/j.iimb.2023.10.001
Shafi, M., Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation.
_Asia Pacific Management Review_,
_25_(3), 166–176. ScienceDirect. https://doi.org/10.1016/j.apmrv.2019.12.002
Suryadi, Y., Trisnawati, T., & Al-Amin, A.-A. (2024). The Impact Of Transformational Leadership On Organizational Performance And Employee Motivation.
_Transforma Jurnal Manajemen_,
_2_(2), 65–76. https://doi.org/10.56457/tjm.v2i2.129
Yusup, A., & Maulani, I. E. (2023). The Influence of Transformational Leadership on Employee Motivation.
_Devotion Journal of Community Service_,
_4_(3), 798–802. https://doi.org/10.36418/devotion.v4i3.441
**Module7final.docx**
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