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Bass, B. M. (1995). Transformational leadership redux. Leadership Quarterly, 1(6), 463-478.

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There are many studies that have assessed the effects of transformational leadership on followers' behavior, attitudes, and productivity.  Below are three research studies that display evidence of how powerful transformational leadership can be.

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Bowyer, P.  (2015). Transformational leadership theory and the model of human occupation. In S. B. Dunbar & K. Winston (Eds.), An occupational perspective on leadership: Theoretical and practice dimensions (2nd ed., pp. 25-33). Thorofare, NJ: SLACK, Inc.

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Chemers, M. M. (2000). Leadership research and theory: A functional integration.Group Dynamics: Theory, Research, and Practice, 4(1), 27-43. doi: http://dx.doi.org/10.1037/1089-2699.4.1.27

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Gong, Y., Huang, J. C., & Farh, J. L. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self- efficacy. Academy of Management Journal, 52(4), 765-778.

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Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy

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Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy

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Methods

This study was conducted in an insurance company in Taiwan.

Measure used: Multifactor Leadership Questionnaire Form 5x Short

277 insurance agents completed an initial survey containing questions about their learning orientation and their demographic profile.

Four weeks later, another survey was administered to assess creative self-efficacy.

Transformational leadership was also measured at this point, because participants had enough time to observe their supervisors.

At the end of the study, the supervisors were asked to rate each insurance agent's creativity and overall job performance.

Data on the agents' sales for the company were also obtained.

Results

Employee creativity was positively related to supervisor-rated employee job performance and quarterly sales.

Employee learning orientation and transformational leadership were positively related to employee creativity and creative self-efficacy.

Employee creative self-efficacy was positively related to employee creativity.

Discussion

Employees' creativity relates positively to supervisory rating of their job performance and to sales.

An employee learning orientation and transformational leadership predict employee creativity.

An employee learning orientation and transformational leadership is related to employee creativity through their influence on employee creative self-efficacy.

Overall, the authors concluded that transformational leadership is likely to enhance individual creativity over time within a field setting that allows for genuine and repeated leader-subordinate interactions.

They also note that their results have implications for managers, because if they provide an environment that stimulates and nourishes creative self-efficacy through the use of a transformational leadership style, they can bring forth creativity in their subordinates.

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There are several styles of leadership that can be effective across various settings and populations.  The purpose of this resource is to describe the transformational leadership style and highlight traits of transformational leaders. When using transformational leadership, leaders empower and encourage followers to go above and beyond to accomplish goals. By considering individual strengths and weaknesses, providing motivation, and being a strong role model, transformational leaders gain the trust of their followers and have the power to challenge the status quo.

Additionally, this resource provides examples of transformational leaders, as well as evidence to support the efficacy of this leadership style.

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In life and even after death, Martin Luther King, Jr. is still influencing people today through his transformational leadership style dedicated to promoting change and equality (Chemers, 2000).  Martin Luther King, Jr. perfectly embodies the characteristics and ideals that define the very essence of a transformational leadership style.  This manifests through his persistent and fearless challenging of the status quo:  specifically, the existing state of injustice in regards to racial segregation.  Dr. King didn't just condemn the current way of living, but proposed an entirely new style of democracy founded upon racial justice and brotherhood for all (Chemers, 2000).  Additionally, amidst police brutality, persecutions, and several trials/tribulations, Dr. King remained a beacon of support and encouragement for those who followed him.  He demonstrated a relentless dedication to a nonviolent approach both unique to the times, reflective of his character, and thus defining of this style of leadership (Chemers, 2000).  Furthermore, Dr. King shared a clear articulation of a vision to support his cause founded upon the ideals of Christian values.  This was illustrated in his ever so popular "I have a dream speech" that is still frequently quoted today:
“I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin, but by the content of their character.” -Martin Luther King, Jr.

Martin Luther King Jr. had not only the charisma, but also the dedication to propel forward a concept foreign to his time of  achieving social justice through nonviolent means.

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Transformational leadership moderates the relationship between emotional exhaustion and turnover intention among community mental health providers 

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Transformational leadership moderates the relationship between emotional exhaustion and turnover intention among community mental health providers 

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Methods

388 community health providers from 72 public sector programs agreed to participate in a study that measured emotional exhaustion, turnover intention (the likelihood that the employee will leave their position in the near future), and transformational leadership

Participants completed a 60 minute survey which measured emotional exhaustion (using the Emotional Exhaustion subscale of the Maslach Burnout Inventory), turnover intention, and their manager's transformational leadership qualities (using the Multifactor Leadership Questionnaire-5x, or MLQ-5x)

The assessment utilized a 5-point likert scale that ranged from 0 to 4, with 0 being "Not at all" and 4 being "To a very great extent"

Transformational leadership was assessed using four sub-scales:

Inspirational motivation

Idealized influence

Intellectual stimulation

Individual consideration

Results

Average emotional exhaustion score was 1.23 (SD=1.0) (r=0.91)

Average transformational leadership score was 2.40 (SD=0.86) (r=0.95)

Average turnover intention was 1.47 (SD=1.04) (r=0.89)

As the researchers hypothesized, emotional exhaustion was positively correlated with turnover intention and transformational leadership was negatively related to both emotional exhaustion and turnover intention.

Discussion/Conclusion
Having a stronger transformational leader may help buffer the effects of emotional exhaustion on turnover intention. In community mental health settings, training supervisors in transformational leadership may help to engage staff and reduce emotional exhaustion and burnout. The results of this study suggest that improving supervisors' transformational leadership skills will ultimately lead to less worker burnout and a more positive client and worker experience.

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Transformational leadership is an invaluable skillset for new therapists and managers to develop. Just as clinical skills and knowledge are essential to becoming an occupational therapist, the ability to motivate, encourage, and connect with workers on an emotional level is essential to becoming an effective transformational leader. A supervisor's leadership style can have a significant influence on his/her employees' effectiveness, satisfaction, and productivity. A transformational leader in the field of occupational therapy will inspire, energize, and show interest in his/her employees and clients, which will produce more successful and impactful results in society.

Connection between Transformational Leadership and MOHO:
Although the Model of Human Occupation (MOHO) was originally designed to guide patient care and intervention, it has similar components that align with those of transformational leadership. MOHO is comprised of four sections: volition, habituation, performance capacity, and the environment. According to Patricia Bowyer, volition is the "act of willing, choosing, or resolving choices or decisions made by the will" (Bowyer, 2015, p. 28). In order to be an effective leader, one must understand their own volition and values as well as understanding others'. Habituation, or ones habits, roles, and routines, also play a role in transformational leadership. Both the leader and the follower must have a clear understanding of their own roles and others' roles in order to work effectively as a unit. Performance capacity is one's ability to perform tasks based on his/her objective physical and mental capacity (Bowyer, 2015). Performance capacity relates to transformational leadership in that they require the ability to engage with a leader through intellectual stimulation, with additional emphasis on the cognitive component of performance (Bowyer, 2015). Finally, the supports and constraints in the environment must be considered and evaluated frequently by the leaders and followers in order to accomplish their collective goals.

Benefits of Transformational Leadership:
According to Bass (1995), transformational leadership is positively correlated with leadership effectiveness, innovativeness, quality improvement, and both subjective and objective ratings of performance. Additionally, Nurdan Ozaralli found that transformational leadership had strong and positive effects on empowerment and team effectiveness (Ozaralli, 2002). Occupational therapists, as well as any business or organization, can benefit from additional learning and training in transformational leadership.

Differentiating Transformational from Transactional Leadership:
Transformational leaders...

Work to change the system

Solve challenges by finding examples of how things need to change

Want to know what has to change and how to change it

Maximize their teams’ capability and capacity

Transactional leaders...

Work within the system

Start solving challenges by fitting experiences to a known pattern

Want to know the step-by-step approach

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Leslie Knope, from the television show "Parks and Recreation", demonstrates a transformational leadership style.  She frequently challenges the status quo and is not afraid to vocalize her opinions.  She leads with passion for what she does and elicits excitement in her co-workers.  Not only does she use her optimism to motivate her team, but she sets incredibly high standards.  In order to reach these high standards, she often comes up with innovative and creative solutions to problems and implements the various strengths of her team members. She considers each person's skills and abilities to delegate tasks appropriately and produce exceptional outcomes.  Lastly, she demonstrates empathy and support for her co-workers, causing them to trust and respect her.

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Transformational leaders inspire and intellectually stimulate their followers. They use their charisma to inspire and excite followers to accomplish tasks with extra effort (Bowyer, 2015). This leadership style is composed of 4 core components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.  Transformational leaders are admired and trusted, and followers often want to emulate the leader.  Additionally, a transformational leader questions the status quo and encourages followers to be innovative and engage in creative problem solving (Bowyer, 2015). Overall, transformational leadership is a process in which the leader and follower engage in a shared effort to achieve a desired goal for an organization.  The leader must be able to appeal to followers' cognitive, emotional, and individual factors in order to be effective and motivational (Bowyer, 2015).  Through the use of a transformational leadership style, one can enhance outcomes through the use of the components of each follower and engage each individual in a positive way (Bowyer, 2015).

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Green, A. E., Miller, E. A., & Aarons, G. A. (2013). Transformational leadership moderates the relationship between emotional exhaustion and turnover intention among community mental health providers. Community Mental Health Journal 1(49) doi: 10.1007/s10597-011-9463-0

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Hayati, D., Charkhabi, M., & Naami, A. (2014). The relationship between transformational leadership and work engagement in governmental hospitals nurses: a survey study.  SpringerPlus 3(25). doi: 10.1186/2193-1801-3-25

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The relationship between transformational leadership and work engagement in governmental hospitals nurses: a survey study

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The relationship between transformational leadership and work engagement in governmental hospitals nurses: a survey study

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Methods

240 nurses from five hospitals  filled out the multifactor leadership questionnaire (MLQ) and  work engagement scale.

The MLQ evaluates two leadership styles including transactional and transformational leadership, but for this study, they just utilized the transformational leadership evaluation.

The MLQ measured the four components of transformational leadership which include, intellectual stimulation, inspirational motivation, individualized consideration, and idealized influence.

The work engagement scale measures the three underlying components of work engagement which include vigor, dedication, and absorption.

Results

Transformational leadership displayed a positive relationship with work engagement (r = 0.70), vigor (r = 0.59) dedication (r = 0.57) and absorption (r = 0.40), respectively.

Results also confirmed that transformational leadership components have a positive relationship with vigor, dedication, and absorption.

Discussion/Conclusion

The results of this study suggest that dimensions of transformational leadership have a positive significant relationship with components of work engagement.

Also, considerable variance of work engagement
dimensions is explained by transformational
leadership components.

So, this study demonstrates that transformational leadership may influence employees' work engagement because they are more engaged when their supervisor/manager can boost optimism through their transformational leadership style.

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Four Elements of Transformational Leadership 

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Four Elements of Transformational Leadership 

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When a leader uses transformational leadership, any 1 of the 4 core elements is engaged.

Individualized Consideration - The degree to which the leader considers each individual follower's strengths and weaknesses and delegates tasks appropriately.  It also represents how the leader acts as a mentor/coach to each individual to continue to grow his/her skills and develop towards self-actualization.  Lastly, it is how the leader provides empathy and support and communicates openly with each individual.

Intellectual Stimulation - The degree to which the leader stimulates and encourages creativity in followers, challenges assumptions, takes risks, and help develop followers' ideas.

Inspirational Motivation - The degree to which the leader provides a strong sense of purpose to followers, communicates optimism regarding goals, and sets high standards for followers.

Idealized Influences - The degree to which the leader provides a strong role model for optimal behavior and has followers' respect and trust.

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Ozaralli, N. (2002). Effects of transformational leadership on empowerment and team effectiveness. Leadership & Organization Development Journal, 24(6), 335-344. doi: 10.1108/01437730310494301