and Why are people so, In essence, many of these problems are problems of leadership. possibly maybe stunted other important contributions to leadership. Sattva and Vedic worldview together do not enhance transformational leadership more than what Sattva alone does. Conclusions: The results of the study emphasized the importance of transformational leadership, which indicates the need for further attention to training and development of effective leadership behaviours. Following below is a description of the, Charisma—Attributed and Behavioral Idealized Influence, Idealized influence, or charisma, as Bass (1985) originally defined it, is the, emotional component of leadership, which is “used to describe leaders who, by the power of their person have profound and extraordinary effects on, who show loyalty and devotion to the leader’s cause, as they shed their self-, interest. THE CONCEPTS OF LEADERSHIP AND TRANSFORMATIONAL LEADERSHIP, relationships with their supervisors. Some researchers have suggested that these topics contain the key to understanding organizational effectiveness (Barney 1986; Bass & Avoilo, 1992). both factors are essentially concerned with a leader’s charismatic appeal, they are enacted and measured differently, these factors together; oftentimes, all five of the transformational leadership, scales are aggregated, given that they have similar effects and because they, are highly correlated (Judge & Piccolo, 2004). As a result of the above, and in identifying patterns and gaps in the theo, retical frameworks they reviewed, House and Shamir (1993) proposed a, seven-factor model of leadership including (a) visionary behavior, self-presentation, (c) empowering behaviors, (d) calculated risk taking and, MLQ factors, with the possible exceptions of positive self-presentation, cal, culated risk taking and self-sacrificial behavior, taking and self-sacrificial behavior is evident in the attributions followers’, make of the leader’s idealized influence, because the leader displays a high, personal sacrifices. Such is the assumed impact of charismatic leaders on individuals, organizations, and societies that philosophers, historians, psychologists, and, AUTHOR’S NOTE: Please address correspondence concerning this chapter to John, Antonakis, University of Lausanne, Internef 618, CH-1015 Lausanne-Dorigny, Transformational and charismatic leadership theory has had a massive, impact on leadership as a scientific domain. The qualitative data were analysed and compared thematically in order to triangulate the results. Keywords: Transformational leadership, Transactional leadership, Intrinsic and Extrinsic motivation I. styles and interactionalist and attitudes towards organizational change. male junior managers with relatively high education levels). Transformational Leadership Theory. 288-290. companies of Yazd Province), News in the World of Insurance. Dumdum, U. R., Lowe, K. B., & Avolio, B. J. tional and transactional leadership correlates of effectiveness and satisfaction: An, update and extension. Burns (1978) refers to it indirectly (regarding revolutionary leadership) in his, transformational-transactional leadership dichotomy, Downton (1973) referred to the term transactional as being “a process of, exchange that is analogous to contractual relations in economic life [and], contingent on the good faith of the participants” (p. 75). However, the key to transformational leadership is social intelligence. Transformational leadership is a framework that uses vision, inspiration and intellectual stimulation to motivate people toward needed change. Chicago: The University of Chicago Press. Well-, known is Etzioni’s (1964) structuralist perspective, which focuses on the effect, that formal leadership has on individuals and the source of power that is used, to exert influence over followers. Bass (1985) essentially built his model on Burns’s (1978) model. Mio, J. S., Riggio, R. E., Levin, S., & Reese, R. (2005). future by increasing efficiency in the workplace. It is considered that who demonstrate these leader higher education characteristics of transformational leadership have effects on satisfaction leader University UII Yogyakarta and better performance at university. The leader–follower interaction that could occur was, defined as either: (a) transactional leadership, which entailed a relationship, based on the exchange of valued items, whether political, economic, or emo, tional; or (b) transforming leadership, where the motivation, morality. Using electoral cycles in police hiring to estimate the effects of, Levitt, S. D. (2002). (2009). Such findings make for a sorry state, of affairs in leadership research; however, mechanism will be more prevalent in situations of high leader-follower, distance (Antonakis, 2011; Antonakis & Atwater, 2002; Shamir, distant contexts, followers have to “go on” something when rating leaders. 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