Transformational_Leadership_And_Performance Work System_Chapter2_Part1.docx - relationships investigated For example in explaining the relation between

Transformational_Leadership_And_Performance Work System_Chapter2_Part1.docx

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relationships investigated. For example, in explaining the relation between employees and their leaders and human resource managers, transformational leadership theory is considered the most appropriate while Donabedian theory could help explain effective reporting system and patient safety. 2.2.1 Transformational Leadership Theory Literature proposes several leadership theories. But among the widely addressed theories is the transformational leadership theory (Bass, 1985; Burns, 1978). This theory has attracted much attention in terms of organizational leadership compared to other theories (Judge & Bono, 2000; Judge & Piccolo, 2004). Among the pioneering comparisons made between transactional and transformational leadership models were conducted by James McGregor Burns (1978). He developed his model on the basis of the seminal work of Weber (1947) concerning charismatic leaders. Bass (1985) in turn built upon Burn’s theory of leadership and enhanced the theory by addressing its drawbacks. Burns contended that transformational and transactional leadership at the opposite ends of a single leadership continuum. Specifically, Bass and Avolio (1990) highlighted the non- exclusivity of both approaches and their complementary nature. Their findings were based on research employing the Multifactor Leadership Questionnaire (MLQ) they have devised. The MLQ is extensively discussed in the later parts of the review. Transformational leadership defined by Bass (1985) as the way a leader affects his followers. In the paradigm of transformational leadership, the leader encourages and influences followers to broaden and elevate their goals and by nurturing them with
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