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Eurasian Business Perspectives pp 161–171Cite as

Transformational Leadership: A Qualitative Study for the Practical Usage

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Part of the book series: Eurasian Studies in Business and Economics ((EBES,volume 13/2))

Abstract

The aim of this study is to clarify the transformational leadership behaviors, related with the four dimensions of the transformational leadership construct in order to increase the consistency between theoretically defined transformational leadership behaviors and actually observed ones. In this respect, items measuring the degree of transformational leadership capability of a leader were studied and ambiguous items were chosen. Twenty participants were asked to evaluate the meaning of those items; by asking their opinions about the “specific courses of action a leader takes to behave in that particular way.” Results, presented in detail, display that participant views were a valuable tool to make the fuzzy items more concrete. Study results also highlight the possibility that transformational leadership scale can and should be improved with additional in-depth investigation.

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Author information

Authors and Affiliations

  1. Department of Organizational Behavior, Istanbul University, Istanbul, Turkey

    Nil Selenay Erden

  2. Department of Management, Istanbul University, Istanbul, Turkey

    Murat Yaşlioğlu

Authors
  1. Nil Selenay Erden
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  2. Murat Yaşlioğlu
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Corresponding author

Correspondence to Nil Selenay Erden .

Editor information

Editors and Affiliations

  1. Faculty of Political Sciences, Istanbul Medeniyet University, Istanbul, Turkey

    Mehmet Huseyin Bilgin

  2. MUFG Union Bank, San Francisco, CA, USA

    Hakan Danis

  3. Faculty of Tourism, Istanbul Medeniyet University, Istanbul, Turkey

    Ender Demir

  4. School of Management and Administrative Sciences, Istanbul Sehir University, Istanbul, Turkey

    Ahmet Faruk Aysan

Appendix: Online Question Form

Appendix: Online Question Form

1.1 How Do Leaders Transform Their Organizations?

1.1.1 Your Suggestions to Merge Theory with Practice

Transformational leaders have inspiring future visions. Those leaders share their visions with their followers. Basically they gain their followers’ respect and trust, and persuade them to share the vision. The vision includes leader’s dreams and it is the leader’s job to make those dreams come true, by acting as a change agent. The high expectations are communicated with enthusiasm, through individualized attention. The relationships with followers include coaching and increasing their potential by leading them to required mental models and behaviors that would foster the desired change.

The abovementioned definition seems blurry. We would like to make it more clear by identifying specific leader behaviors that would be expected from a transformational leader. Help us list those behaviors by reading each item below and writing your suggestions.

  1. 1.

    The leader expresses his/her confidence that we will achieve our goals.

    How does a leader display confidence? What are the actions that a leader performs to display confidence?

  2. 2.

    I have pleasure in working with him/her.

    Describe the leader that you would have pleasure working with and behaviors you expect from her/him.

  3. 3.

    The leader displays a sense of power and confidence.

    How does a leader display sense of power and confidence? List the leader behaviors that would display power and confidence.

  4. 4.

    The leader emphasizes the importance of having a collective sense of mission.

    How does the leader emphasize the importance of collective sense of mission? Can you list specific leader behaviors?

  5. 5.

    The leader specifies the importance of having a strong sense of purpose.

    How does the leader emphasize the importance of having strong sense of purpose? Can you list specific leader behaviors?

  6. 6.

    The leader treats me as an individual rather than just a member of a group.

    What are the courses of action that a leader takes to treat you as an individual?

  7. 7.

    The leader focuses me on developing my strengths.

    What are the courses of action a leader takes to lead you toward developing your strengths?

  8. 8.

    The leader suggests new ways of looking at how we do our jobs.

    What are the courses of action a leader takes to suggest new ways of looking at performing the jobs?

  • Name-Surname:

  • E-mail:

  • Your gender:

  • Your age:

  • Your educational status:

  • Do you work with a transformational leader: () Yes () No.

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Cite this paper

Erden, N.S., Yaşlioğlu, M. (2020). Transformational Leadership: A Qualitative Study for the Practical Usage. In: Bilgin, M., Danis, H., Demir, E., Aysan, A. (eds) Eurasian Business Perspectives. Eurasian Studies in Business and Economics, vol 13/2. Springer, Cham. https://doi.org/10.1007/978-3-030-40160-3_11

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