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Four Main Components of Transformational Leadership

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Four Main Components of Transformational Leadership

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Indivisualised Consideration: Belongingnes

Intellectual Stimulation: Self-actualisation

Inspirational Motivation: Esteem needs

Idealised Influence: This triggers the psychological needs of the individuals, which is an important segment of the Maslow’s Hierarchy

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As an aspiring leader, it is important for me to recognize my weaknesses and begin working on strengthening them now, in hopes of them being stronger by the time I am in a leadership position. Providing support to your team is a critical piece of effective leadership, and especially important when following the transformational leadership theory. Over time, I will continue to work on providing various levels of support, depending on student and teacher needs. I will have to ensure I am providing support, challenging those around me, and modeling various levels of support and behaviors in order to increase my effectiveness as a leader. It is important to remember each person that I come into contact with will need varying levels of support ranging from emotional to academic support. While working, I will take the time to address questions and concerns on an individual basis. If I am able to address individuals rather than an entire group, I am more likely to provide the necessary supports in order for those around me to become successful. By having weekly conferences with students and coworkers, I will make sure I am open to the needs and concerns of the people I work with.
Inspirational Motivation is a weakness of mine. This is not  necessarily a purposeful weakness, but I do bring it upon myself. Although I am confident in the workplace, my personal self-esteem issues often get in the way, causing me to second guess my actions and plans. It is important for leaders to motivate others, tapping into their esteem needs and ensuring their esteem needs are met. My lack of personal self-confidence does not allow me to be completely open with those around me, which will have a negative impact on students and coworkers. If I am going to be an inspirational motivation to those around me, I must be an inspirational motivation to myself. It will be important to believe in myself in both my career and in my personal life. If I am able to stay positive in my personal life, it will allow me to be confident in my decision making abilities. Although my decision making abilities does not effect others' self-esteem, it will effect their ability to believe in me. If I am second-guessing myself, why shouldn't my students and/or coworkers? By working to believe in myself and my actions, I will have a positive impact on the motivation of others around me.

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1. Providing Support to my team: As discovered in a leadership survey, previously taken, I struggle providing additional support to my team when needed. In the school setting, I hold students and teachers to high expectations on a daily basis, often forgetting to provide support when needed. I am able to provide academic support, but often struggle providing emotional support. In this theory, leaders must provide emotional support in order for followers to be successful. Leaders must be open to needs and concerns, when asked.
2. Inspirational Motivation: In the workplace, I have very high self-esteem because I am confident in my teaching abilities and in my ability to meet the needs of each and every student in my classroom. However, in my personal life, I have extremely low self-esteem, and struggle believing in myself in various situations. Although I am confident in the workplace, my personal self-esteem issues often get in the way, causing me to second guess my actions and plans. In this theory, being able to motivate others, tapping into their esteem needs is necessary for success.

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1. Positive role model to others: Throughout each and every school day, I work diligently to ensure I am a positive role model to others. With the school's overall mission in mind, I ensure students know how to behave and how we expect them to learn on a day-to-day basis. In this theory, the "leader" assumes the role model position, ensuring the followers or co-workers know what is expected from them, what the company's goals are, and how to achieve those goals.
2. High expectations: In the classroom, I hold all of my students, and even coworkers, to rise to and meet high expectations. My personal belief is that if you are held to a high expectation, you will work even harder to meet the given expectation. If expectations are set too low, morale and achievement will also be low. In this theory, leaders encourage grade level or subject area teams to boost their expectations for student achievement in class and in important ways.

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The charts below outline the four components of the Transformational Leadership Theory and Maslow's Hierarchy of Basic Needs that must be fulfilled in order for a person to be successful in a workplace and/or in life. The leaders that embody this theory, work with followers, ensuring basic and psychological needs are met, allowing followers/workers to be successful and achieve full potential.

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Transformational leadership is an approach to leadership that was initially developed in 1978 by political scientist and historian James MacGregor Burns.  Kaplan and Owings (2007) define this theory "as a process where leaders and followers help each other to advance to a higher level of morale and motivation" (p. 162). There are a variety of mechanisms used to enhance motivation, morale, and performance of the individuals involved.
Transformational leadership has three concepts that are followed and used. First, the "leader" is the person that has the organization's mission in the forefront of their mind, embodying the goals and visions required by the organization. Next the leader teachers the vision to the "followers" or workers within the workplace, while being the go-to person to answer questions and fulfill needs and concerns. Lastly, the leader builds "the team's capacity both morally and technically" (Kaplan and Owings, 2007, p. 162). The overall goal of this leadership model is to change followers beliefs and vision, inspiring them to become leaders within the workplace.