The History of Transformational Leadership James McGregor Burns introduced the concept of transformational leadership in 1978.

According to Burns, a transformational leader changes the lives of people and organizations by changing perceptions, values, and aspirations of the employees all the time working for the greater good of the organization. He gives the people a higher purpose to work for beyond ones selfish desires. Transformational leadership concept was further developed by Bernard Bass in 1985 when he introduced the methods of measurement of the effectiveness of transformational leaders. Eventually, his work crystallized the concept of transformational leadership into 4 important components. Firstly, a transformational leader sets a personal example of high ethical standards which instills a sense of trust and respect among the followers. Secondly, a transformational leader provides intellectual stimulation by questioning assumptions and asking for creative responses. This motivates the followers to think out of the box and work independently. Thirdly, a transformational leader displays concern for each team member, his needs and aspirations. By being empathetic towards the followers, the transformational leader helps each person develop to his fullest potential. Finally the fourth component of transformational leadership is the ability to provide inspirational motivation. This is done through the articulation of a vision, creation of optimism, and making sense of the environmental changes. Rationale for Transformational Leadership The best reason for adopting transformational leadership is that it works. Why does transformational leadership work? Insight into this question may be gained by examining the seven major components of transformational leadership. Creating a Shared Vision Transformational leaders paint an imaginary picture of the organization's potential future and share it with their followers, encouraging them to make it their own. When the vision is elevated to the level of the common good, both leader and led "raise one another to higher levels of motivation and morality (Burns, 1978, p. 20). Characteristics of shared vision include the ability

to provide meaning, to inspire and excite, to inspire individuals to extra effort, to create a common sense of community and to view change as opportunity. Communicating the Vision To be effective, vision must be shared with everyone in the organization through repeated communication. The transformational leader must clearly articulate the shared vision and must do so repeatedly. The vision is clarified and driven home through stories, analogies, symbols, ceremonies, rituals and traditions. Inspirational appeals are effective in persuading people of the importance of the vision. Transformational leaders give life to the spoken word by living the vision. Their actions are examined by followers who demand consistency with the spoken or written word. Building Relationships Transformational leaders are approachable, friendly and informal. They are sincere in their invitation to engage in meaningful dialogue and two-way communication. These leaders frequently act as mentors, coaches and teachers to those with whom they share the vision. They emphasize recognition and reward, both formal and informal. They encourage social functions and professional development opportunities. All of these actions contribute to the development of trust between leader and follower. Developing a Supporting Organizational Culture In order for leadership to thrive, a supportive organizational environment must be cultivated. Transformational leaders do this by treating people of diverse backgrounds with respect, distributing justice, correcting injustice, and acting with unfailing honesty and integrity. This is accomplished with constant communication and is institutionalized when others in the organization respond in the same way.

Guiding Implementation Transformational leaders shape the organization through their own actions and by personally guiding the implementation of the shared vision. They do this through leading strategic planning efforts, team building, innovating and setting high expectations for excellence with continuous quality improvement. They embrace the role of "servant leader" and enrich themselves by serving their own followers. Exhibiting Character Transformational leaders exhibit character of the highest order, demonstrating honesty, integrity and unquestioned nobility of heart and mind. They exude self-confidence, passion, commitment and native intelligence. While they have many characteristics in common with charismatic leaders, they use their leadership more to advance the shared vision than to attract followers for their own sake. These leaders have a broad perspective that they demonstrate with a high degree of tolerance for ambiguity, and a healthy respect for organizational history and cultural sensitivity. Achieving Results Transformational leaders are successful in achieving the shared vision. Those with whom they share the vision are moved to the highest levels of accomplishment and satisfaction. Leader and led are mutually perceived as increased in effectiveness and a higher level of performance.

Transformational Leadership in the Caribbean The business style in Jamaica is rather straightforward. In fact, many business practices mirror the UK or the USA since migration from Jamaica to both countries is quite common. Successful intercultural management will be more easily established remembering that each person has a very distinct role within the organization, and maintaining that role helps to keep order. In Jamaica, as in other hierarchical societies, managers may take a somewhat paternalistic attitude to their employees. Businesses retain hierarchical structures and the person with the most authority generally makes the decisions. Traditionally, the supervisor is seen to hold that position because of superior knowledge and skills. It would traditionally have been unthinkable for someone of a higher position to collaborate with, or ask ideas of one of a lower status. Strong and decisive leadership is most essential. Leadership, in a rough sense, is the process of social influence whereby an individual can bring about the support of other individuals to achieve tasks or objectives. Jamaica has many leaders, but we lack transformational leaders. Transformational leadership typically involves a charismatic individual who is able to inspire others to perform beyond their usual capacity. Organizations are being called upon to evolve to "Organizations of Meaning", where purpose informs all facets of the organization, people and teams operate with a strong sense of intent and common will, and breakthrough results are achieved. Organizations of Meaning are highly talented in their ability to bring purpose to daily work. Leaders and managers grow the culture such that people are clear about their own life direction and its fit with the organization. Leadership in the Caribbean needs to be transformed in order to compete with the giants of globalization. Rapid changes in technology and preference for certain goods and services have put pressure on our local businesses to come up with creative and innovative ways to survive. In order for transformational to be effective we need get out of our comfort zones of mediocrity and embrace the new paradigm, and this can be achieved through transformational leadership. Transformational leaders through a shared vision create environments to empower their workers to become nation builders. Transformational leaders have the ability to galvanize their followers to do what they what they want them to do - to work in the interest of their companies and

country. A visionary, who can communicate the bigger picture at all levels. One who has the tolerance for dissenting views and an orientation for adaptability and transparency. However, a new kind of leadership is required to create and lead an Organization of Meaning. The character, of this person, good or bad is not a primary attribute, but he must be able to mobilize support through non-violence means with allegiance. Leading a country is a big responsibility and our leaders need to deliver on the promises of breakthrough change initiatives which requires more than management techniques. The calling is for leadership that honors and appreciates the uniqueness of each individual in the organization, aligning distinctive spirits toward a collective thrust, while at the same time developing the art of communicating, listening and acting within a timely manner, bringing commitment, tenacity and focus to key result areas. The purpose of transformational leadership in Jamaica is to develop thousands of followers around the country, and allow them to explore their own potential as well as the transformation of their organizations, institutions and societies which contrasts with the prevailing notion that leadership is associated with position of power in an organization, high-profile public figures that make public speeches and attend high-level meetings. Instead of focusing on improving managerial capacities and styles, organizations in Jamaica must implement programmes that include theories and practices of distinction, leadership conversations for effectiveness in businesses and government, emotional intelligence competencies. A key principle central to this perspective is that leadership resides in every one and therefore can be nourished and developed. Leadership in this new sense is not necessarily associated with rank and position, but is intrinsically associated with qualities such as spirit or energy, patience, perseverance, vision and innovation. It may be defined as shaping life-enhancing conditions (Fritjof Capra), and is both deeply personal and inherently collective (Peter Senge).

References
1. Leadership for Results Booklet, UNDP Strategic Management Team and Executive Team Meeting, 2004

2. Difference Between Transformational & Transactional Leadership | eHow.com http://www.ehow.com/info_8335629_difference-between-transformational-transactionalleadership.html#ixzz1TQVKIQFe

3. Leadership History Secrets by Leadership History Experts, post History of Transformational Leadership
4. Transformational Leadership in the Caribbean Janice Green Graduate Student - MBA University of the
West Indies (Jamaica)

5. Transformational Leadership: What are the Differences that Make a Difference? By Steve Wolinski