Transformational Leadership Politics in the Twenty-First Century: Implications for Organizations and Organizational Policies

Abstract

Although there has been a long conjecture about leadership, scientific study started in the 20th century. The factors influencing leadership effectiveness have been the subject of much of the research. Social scientists have sought to discern the traits, competencies, behaviors, sources of authority, or conditions that influence a leader's ability to persuade followers and accomplish objectives. Understanding leadership as a collaborative process within a group or organization and the factors contributing to its effectiveness or ineffectiveness are also topics of increasing attention. The main issue has been leadership effectiveness, but there are other significant questions, such as why some people become leaders and what influences a leader's behaviour. Transformational leadership has quickly emerged as the most popular style in the study and practice of leadership theory. Transformational leadership has, in many ways, intrigued academics, industry experts, and leadership students alike. In an area of research, it has been believed that charismatic approaches and transformational leadership have been rapidly multiplied. Transformational leadership, which emphasizes positive events and intrinsic motivations in followers, paints a more favorable picture of leadership than transactional leadership is often seen as a mere "cold" social exchange method. Transformational leadership may be more suitable for managing contemporary complex teams and organizations, where followers want challenge and empowerment to become dedicated top performers, seeking an inspirational leader to guide them through an uncertain environment. This article primarily examines the impact of transformational leadership on the organization's image, policies, and strategic planning. It commences with a succinct overview of the history of transformative leadership. The relationship between transformative leadership and other leadership theories and concepts is subsequently addressed. This study presents the comprehensive Leadership paradigm, incorporating all dimensions of leadership, alongside an analysis of transactional and transformational leadership components. It discusses additional themes essential for understanding transformative leadership. Among other things, this paper concludes with recommendations for more transformational leadership research. It emphasises that there are still a lot of unanswered questions regarding transformational leadership, even with the substantial quantity of studies that have been done in the last ten years.