Transformational leadership Basss theory

Transformational leadership Basss theory involves a committed relationship between the leader and followers. When you are a good, positive role model you are a good influence transformational leader. Displaying a charismatic personality where others want to be like you is a good thing (Northouse, 2018, Sec. 8.1). Being willing to take risks and follow values and being ethical in the actions he/she takes. Inspiring your followers and motivating them to have more confidence is a great transformational leader. They also need to be creative and autonomy among the leaders followers. Lastly, transformational leaders need to recognize and determine through observation on what motivates them individually.

First example experience is Factor 4 inspiring followers motivation. My supervisor is a dynamic, friendly woman who is great role model to all her subordinates. She has a reputation of behaving in ways that motivate and inspire her followers by providing meaning and challenge (Ozzaralli, 2003). She always makes time for her staff in a group and individually. Always is there to support us with challenges and changes we have problems with sometimes.

Second example experience is Factor 2 individual consideration. My supervisor provides coaching whether it be her or gives us resources to learn more. She delegates either small or large project assignments to her subordinates that fit them well. Her decision is by observing our interests and where we plan on moving our career towards. She gives us continuous feedback with our bi-weekly one on one meetings and our end of the year evaluation.

I would also use being a transformational leader empowering language to gain commitment from my subordinates. I would do another practice by management walking around and use language that is appropriate for a particular event, individual, group and department.

Northouse, P. G. (2018). Leadership theory and practice (8th ed.). SAGE

Ozzaralli, N. (2003). Effects of transformational leadership on empowerment and effectiveness. Leadership and Organizational Development Journal, 24(5/6), 335-344.

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