Talk a bit about the writing by Barth-Farkas and Vera. In my opinion, transformational leadership
goes beyond the classic relationship between a leader and the individual they oversee. An organization’s
values and mission are expressed through the employee’s motivation and dedication by the influence of a
transformational leader. Idealized influence is one consideration that a leader uses by taking their values and
beliefs and emphasizes the collective nature of the goal at hand (Barth-Farkas & Vera, 2014). As highlighted by
Barth-Farkas & Vera (2014), another way a leader makes a relationship between him and his team members is
by using inspirational motivation in which a leader excites their followers for this mission or goal needed to
accomplish. I know that I have had leaders do that REALLY well and then those that were, well, let’s just say
less inspirational J. Lastly intellectual stimulation is when a leader uses rationality and critical thinking to solve
problems but also is open to creativity within their organization (Barth-Farkas & Vera, 2014).
Let’s discuss this concept of leadership under the guise of being transformational. Is this something a leader
can learn or do they “just have it?” This has been debated for quite some time. So let’s explore our own ideas
here.
Barth-Farkas, F., & Vera, A. (2014). Power and transformational leadership in public organizations. The
International Journal of Leadership in Public Services, 10(4), 217-232. Retrieved from
https://search.proquest.com/docview/1633961333?accountid=35812
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