Currently,” is nothing without his collaborators because it

Currently,”transformational leadership” is considered to be one of the most important modelsof leadership. It has been the subject of several studies and academicresearch.Humphreys andEinstein (2003) mentioned that between 1990 and 1995, more than 100 theses anddissertations on the concept of transformational leadership were written. Loweand Gardner stated in an article in 2001 that a third of the research done todate is about “transformational leadership”.               Research on “transformationalleadership” (Bass et al.

, 1999, Tichy, 2002) helped to shift the focus ofresearch toward the staff of the firm (Gond and Mignonac, 2002). Theyhighlighted the fact that the leader is nothing without his collaboratorsbecause it is his ability to influence and generate among them the will tofollow him and to excel for the good of their organization, which makespossible better performances (Argyris, 2000).Research has also exposed the link between performanceand the” transformational leadership” model: “transformational and transactional leadership positively predicts awide variety of performance outcomes including individual, group andorganizational level variables” (Bass & Bass 2008, page 44).Researchers in the field like Den Hartog and Belschakargue that “transformational leaders” are expecting a lot in terms ofcontribution, performance and involvement of their employees through thecreation and sharing a vision for a better future and intellectual stimulationand encouragement for creativity.The notion of “team” that occupies an important placein modern organizations is nearly aligned with that style of leadership. Reich advocatesfocusing more on teamwork than on leaders seeking their own interests. In 2004,KK and Kumar defined the contemporary organizational structure as being focusedmore on group of people collaborating together as a team rather than beingcentered on the leader.According to them, societies with “transformationalleaders” give a lot of consideration to people and pay more attention to interactionsbetween individuals, as they are the heart of organizations.

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This type of leadershipis dedicated to offering employees everything they need to enable them not onlyto excel in their work but also to thrive at the professional level.               In 2009, Hackmann and Johnson considered”transformational leaders” to be totally different from other leaders becauseof their qualities, their talent and their skills to create and implement a “vision”and stimulate “followers” to work together to achieve that “vision”. Thesetypes of leaders are also “master communicators able to articulate anddefine ideas and concepts that are escaped from others” (Hackman & Johnson,2009, p. 111).