Why Transformational Leaders Have Engaged, Motivated and Healthy Employees
Transformational leadership has, over the years, gained a lot of attention and popularity. This is probably due to its supportive, innovative, and productive nature.
In this article, we examine and show and why transformational leaders have engaged, motivated, and healthy employees.
The style of transformational leaders and leadership
According to Shah et al. .2011, transformational leaders make use of a leadership style that leaders are utilising their knowledge, experience, and power. This is done in meaningful, impactful ways like engaging their employees, providing them with support advice, and supporting friendly discussions and interactions.
Transformational leaders aim to change the following:
- Employee needs.
- Employees goals.
- Employee identities.
- Employee priorities.
- Employee values.
- Employee ambitions.
With proper implementation of all the above, the confidence and trust of all employees will be boosted. This, in turn, increases their performance, engagement, and commitment to the Company or organization.
What are the components of transformational leaders?
Transformational leadership has been updated and redefined over the years. This is due to the numerous data and knowledge that has been made available.
According to Ho (2016), it is noted just how much recent studies are now focusing on the relationship transformational leaders have with their employees based on;
- Organisational commitment.
- Employee engagement.
Bass (1985, 1997) identified four elements or, rather, components that come with a transformational leader. They include:
- Intellectual stimulation
Intellectual stimulation usually occurs when transformational leaders cause their employees to rethink their existing issues in unique new ways. According to (Bass 1985), this also happens when employees’ perceptions are redefined based on the latest information they get.
Based on research done by Atwater (1996), Bass and Avolio, they claim that transformational leaders who practice intellectual stimulation tend to solve problems and encourage creativity.
Additionally, research by Mangum (2013) states how mental stimulation also involves helping and listening to individuals by reaching their goals while increasing their relationship with the leader.
- Inspirational motivation
This consists of the leader’s ability to elevate or inspire the emotions of their employees or followers. (Bass, 1985) notes that the main focus here is inspiring, which deals with the influence or stimulation that these leaders have on their employees.
According to Piccolo and Judge (2004), they state that leaders who have inspirational motivation have an appealing vision that positively inspires their employees or followers.
This component of transformational leadership builds relationships and creates bonds with employees and followers to share their values. (Washington, 2007) states that this is an effective way of setting common grounds.
- Individualized consideration
According to Bass (1985), this component occurs when these transformational leaders orient their development efforts towards their followers or employees on an individual capacity.
They first evaluate each of their potential currently, and in any future position, they may hold in the Company or organization. They then assign duties and tasks that will motivate them while at the same time, meeting the organizational needs.
- Idealized influence
Steidlmeier and Bass (1999) note that this component characterizes a leader who has confidence is envisioned, and a leader that can set high standards. Instead of focusing on their schedule, these transformational leaders want to gain higher levels of control and autonomy with their followers.
Transformational leaders or leadership style has been found to enhance motivation, engagement, and healthy employees. When these leaders focus on inspirational behaviors like expressing optimism and confidence, articulating compelling visions, referencing core values, and emphasizing various collective identities; Employees and followers become highly motivated.
Additionally, employees will end up setting goals that are value-congruent, and they will remain to be fully committed to the Company or organisation.