Introduction
There has been much focus on the transformational leadership idea in the business world (Avolio et al.,2021). Based on this principle, great leaders should be able to inspire and encourage their people to accomplish excellent results by appealing to their deepest, most fundamental motivations. Although the transformational leadership theory has opened up new avenues of inquiry, it has flaws that should be examined more closely.
Overemphasis on Leader Influence
According to some, overemphasizing the leader’s role in influencing followers’ behavior and performance is a weakness of the transformational leadership philosophy. According to this belief, leaders may motivate and influence those around them because of their innate charismatic abilities (Shamir& Brennan et al.,2021). However, this view fails to account for the influence of followers’ intrinsic drives, skills, and control over their actions. This view of leadership ignores the possibility of followers exercising their initiative and relying on their inner motivation.
The importance of followers’ self-leadership in transformational leadership was investigated, for instance, in a study by Shamir, Zakay, Breinin, and Popper (1998). Higher levels of task performance and inventive behavior were discovered among followers who displayed high levels of self-leadership, even without a transformative leader (Avolio et al.,2021). This raises doubts about the efficacy of the belief that followers transform because of their leader.
Limited Contextual Considerations
Another problem with the transformational leadership theory is that it should consider circumstances more. This theory is based on the idea that transformational leadership works in all organizational settings and cultures (Javidan&Dorfman et al.,2006). However, organizations work in different environments with different problems, ideals, and rules that can affect how well leadership methods work. For example, Javidan, Dorfman, Sully de Luque, and House looked at the effects of innovative leadership across countries in a study they did in 2006. The study showed that transformational leadership was linked to satisfied and committed followers in Western cultures, but the link was weaker or even harmful in some non-Western cultures. This shows how important it is to look at the cultural background when looking at how effective transformational leadership is, which challenges the theory’s claim that it can be used anywhere.
Lack of Follower Development
The transformational leadership theory puts much weight on how the leader inspires and motivates the people who follow them. However, it often leaves out the part of following that involves growth(Avolio et al.,2021). Effective leadership is about getting people to do what you want and helping them grow, learn, and do things independently. For example, Avolio, Zhu, Koh, and Bhatia (2004) studied how creative leadership affects the growth of followers. The results showed that more than transformational leadership is needed to ensure followers grow (Avolio et al.,2021). Instead, the study showed how important it is for transformational leadership practices to include individual care and teaching behaviors to help followers learn and grow.
Conclusion
Even though the transformational leadership theory has taught us a lot about being a good leader, it could be better. The theory should be criticized because it puts too much stress on the boss’s impact, does not pay enough attention to context, and does not focus on follower growth. To learn more about leadership, we need to look at it from a more nuanced point of view that considers followers’ free will, the impact of the environment, and the value of follower growth. Future studies should look into these things to help us understand organizational leadership better and more profoundly.
References
Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951-968.
Javidan, M., Dorfman, P. W., Sully de Luque, M., & House, R. J. (2006). In the eye of the beholder: Cross-cultural lessons in leadership from Project GLOBE. Academy of Management Perspectives, 20(1), 67-90.
Shamir, B., Zakay, E., Breinin, E., & Popper, M. (1998). Correlates of charismatic leader behavior in military units: Subordinates’ attitudes, unit characteristics, and superiors’ appraisals of leader performance. Academy of Management Journal, 41(4), 387-409.
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