An exploration of the implications of transformational leadership behaviors on empowering employees and transforming organisations

• Published in: African journal of public affairs Vol. 10; no. 1; pp. 60 - 82
• Main Author: Chitiga, M.
• Format: Journal Article
• Language: English
• Published: Hatfield African Consortium of Public Administration (ACPA) 01.03.2018; University of Pretoria, Economic and Management Sciences
• Subjects: Coercion; Employees; Empowerment; Higher education; Human capital; Intrinsic motivation; Leadership; Loyalty; Organizational change; Subordinates; Transformation; Transformational leadership
• ISSN: 1997-7441

This article interrogates the implications of transformational leadership behaviours on empowering employees and transforming organisations. It focuses on how transformational leadership is central to empowering leaders and subordinates to mutually engage with each other to ensure the transformation of organisations. The article argues that inspiring employees through persuasion, inspiration and other winning ways rather than via archaic coercive means is central to the growth and success of any organisation and its people. Further, it contends that transformational leaders can produce significant organisational change and results because this form of leadership fosters higher levels of intrinsic motivation, trust, commitment, and loyalty from followers. Using examples from higher education, the article avers that inclusive leadership that accentuates the development and pursuance of a shared vision is crucial to positive and genuine transformation of institutions. Ultimately, given the impact that public education, like other public service delivery agencies, has on the long-term development and sustainability of nations, and indeed, the world, educational leaders are recommended to be among the most inspirational, innovative, inclusive and focused human capital development proponents.In summary, the thrust of this article is hinged on how transformational leaders can inspire and motivate their followers to become competent in embracing and spearheading organisational vision and goals, to the end of realising increased productivity and greater employee and customer satisfaction. The article emanates from cross-disciplinary conversations regarding ways of enhancing the training of public service leaders, managers, and administrators in graduate programs. It is the first in a series that includes papers based on an on-going empirical fieldwork research on cross-cultural transformational leadership; the series endeavours to nourish a fertile intellectual ground, where the seeds of transformative leadership will be sown and tended, with the result of transforming public leadership and management.