CRITICALLY EVALUATE TWO LEADERSHIP THEORIES (TRANSFORMATIONAL AND Essay

CRITICALLY rate TWO LEADERSHIP THEORIES (TRANSFORMATIONAL AND AUTOCRATIC LEADERSHIP THEORIES) - Essay Example4). Burns (2012, p.5) presented transformational drawing cardship as a way used by both leaders and assistants to lift individual morale and demand in performing specific tasks (Minja & Barine, 2012, p.57). This means that through transformational leadership, significant changes are created in the people voluminous and the organization at large.According to Bass and Avolio (1994, p. 3), transformational leadership works to establish idealised behaviour, inspirational motivation, skilful stimulation, individualised consideration, and idealised attributes. Individualised consideration style ensures that followers are coached and developed into leaders (Riggio & Harvey, 2011, p. 124). This style enhances motivation and morale that encourage performance from followers through connecting the followers interests to the organizations missions (Pless & Maak, 2012, p. 39 Nadler & Trushman, 1990, p. 79). The leader works as a role model to the followers hence challenging them to see ownership of their work. These challenges create and enabling environment where followers are able to identify their strengths and weaknesses in diverse tasks assigned to them (Nadler & Trushman, 1990, pp. 81). Followers are therefore able to align themselves for future leadership responsibilities (Lussier & Achua, 2009, p. 347).A transformational leader is able to create individualised consideration to each followers needs and concerns (Chall, 1977, p.1907). The leader devotes to learn the follower as well as support and express empathy when dealing with the follower. In such a relationship, the leader ensures that there is an open communication with the follower where challenges and successes are shared with the follower. This way, both the leader and the follower are able envision the end of the tasks at hand from the beginning as well as celebrate and respect each others c ontribution to