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Practicing Organization Development: Leading Transformation and Change, 4th Edition by Roland L. Sullivan, Jacqueline M. Stavros, William J. Rothwell

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Chapter FiveTransformational Leadership Development

Jacqueline M. Stavros and Jane Seiling

While the idea of transformational leadership has a rich and well researched history, few leaders are familiar with the term, few organizations are developing transformational leaders, and very few leaders have any idea how to be a transformational leader.

Warrick 2011, 11

There is a huge need for revolutionary transformation change in organizations of all types—yet, unfortunately, Warrick's statement above is most definitely true. Among scholars, organization development (OD) practitioners, and knowledgeable organizational leaders, fortunately, there has been an expansion of interest in transformational leadership behaviors and their role in group and organizational performance beyond individual and small-group dynamics and their role in organizational change behaviors. Krishnan (2012, 551) quotes Burns (1978), noting that transformational leadership “occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (20). Krishnan notes these efforts result in “transforming effects on both leaders and followers” (551).

Of interest are the transforming effects experienced by parties engaged in these transformational relationships—especially during change. It has become evident that newer OD practices are perceived as important in engaging strategic issues and interpersonal matters (Van Nistelrooij ...

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