Historical Perspective on Transformational Leadership
Burns (1978)
The first to name transformational leadership.
Transformational leadership is a process by which leaders and followers raise one another to higher moral values and motivation.
Burns drew a distinction between ordinary leaders (transactional) who use rewards for loyalty, and extraordinary leaders (transformational) who focus on fulfilling the essential needs of followers.
Bass (1985)
Argued that transformational leaders motivate followers to perform beyond expectations by appealing to higher-order needs and shared moral values, not to self-interest. The source handout reverses this; the canonical Bass position transcends self-interest.
Bass and Avolio (1994)
Described transformational leadership as management with active involvement.
Tichy and Ulrich (1986)
Identified characteristics of transformational leaders:
- Change agent
- Courageous individual
- Believes in people
- Value-driven
- Lifelong learner
- Able to deal with complexity
- Visionary
Transformational leadership theory did not arrive fully formed. It was built over thirty years by political scientists, organisational psychologists, and management scholars. Knowing where the theory came from helps a school head read the current literature with judgement instead of accepting any one version as the whole story.
James MacGregor Burns and the original split
James MacGregor Burns was an American historian and political scientist. His 1978 book Leadership introduced the distinction between transactional and transformational leadership.
Burns (1978) was the first who identified the transformational leadership: “Transformational leadership is a process by which leaders and followers raise one another to higher moral values and motivation”.
The phrase “raise one another” matters. Burns saw transformational leadership as mutual. The leader does not impose change on followers; she and the followers move each other towards higher motivation and stronger moral commitment. Both are transformed.
Burns made a distinction between ordinary leaders, who ensure followers’ loyalty through rewards (transactional), and the extraordinary leaders, who focus on fulfilling the essential needs of followers (transformational).
Burns saw the two styles as opposites. A leader was either transactional or transformational, not both. Later theorists (Bass and Avolio) softened this opposition.
Burns’s political examples
Burns drew his examples from political leadership. Gandhi, Lincoln, and other figures who reshaped their countries through moral vision were his templates. The framework was developed for politics, then imported into management theory.
This origin matters. The political examples set a high bar. A school principal is unlikely to be Gandhi. But the core idea (leaders and followers raising each other) translates to school contexts. A transformational principal raises her staff; her staff in turn raise her by their commitment and growth.
Bernard Bass and the operational theory
Bernard Bass, an American organisational psychologist, took Burns’s political insight and built it into a working management theory. His 1985 book Leadership and Performance Beyond Expectations and his subsequent research established transformational leadership as a measurable construct.
Bass argued that transformational leaders motivate followers to perform beyond expectations by appealing to higher-order needs (esteem, self-actualisation) and shared moral values. The transformational mechanism specifically transcends self-interest, which is the domain of transactional leadership (do X, get Y reward).
This refines Burns’s framing rather than replacing it. Burns emphasised moral elevation as the defining feature; Bass operationalised it as appeal to higher-order needs that can be measured. The result is a theory that retains Burns’s central insight while becoming testable in actual organisations.
Bass and Avolio: management with active involvement
Bass and his colleague Bruce Avolio refined the theory through the 1990s.
Bass and Avolio (1994) further describe this leadership style as management with active involvement.
The phrase “management with active involvement” is significant. It frames transformational leadership as a way of doing management, not as something separate. A transformational manager is involved with her team, walks the floor, develops people, and invests in the work. A purely transactional manager is more removed.
This framing also bridges leadership and management, which earlier theory had often opposed. Bass and Avolio said: the best managers are transformational, and the best transformational leaders are also good managers.
The four I’s
Bass also developed the Four I’s framework, which is the operational core of transformational leadership in the modern literature. The Four I’s are covered in detail in the next article. Bass’s contribution was to identify these four practices and show they could be measured, taught, and developed.
Tichy and Ulrich on characteristics
Noel Tichy and David Ulrich, writing in 1986, identified the characteristics that mark transformational leaders.
Change agent. Courageous individual. Believe in people. Value-driven. Lifelong learners. Ability to deal with complexity. Visionary.
The list reads partly as a trait theory (“courageous”, “visionary”) and partly as a behavioural one (“change agent”, “lifelong learner”). It is meant as a profile, not a checklist.
A school head can use the list as a self-check.
| Characteristic | Self-check question |
|---|---|
| Change agent | Do I initiate change, or only respond to it? |
| Courageous individual | Do I take on hard conversations, or avoid them? |
| Believes in people | Do I assume the best of staff, or the worst? |
| Value-driven | Do my decisions reflect clear values, or expediency? |
| Lifelong learner | Am I actively learning, or coasting? |
| Deals with complexity | Can I hold contradictions, or do I oversimplify? |
| Visionary | Can I see and describe a different future, or only the present? |
A leader who can answer yes to most of these is operating transformationally. A leader who answers no to most is doing something else.
The shift from opposites to complements
The historical arc reaches an important point with Bass and Avolio.
Burns (1978): transactional and transformational are opposites. A leader is one or the other.
Bass (1985): transformational leadership can include transactional elements. A leader can use both.
Bass and Avolio (1994): the best leaders use both. The two complement each other.
This shift matters. A school principal does not have to choose between being transactional and being transformational. The mature position is to use both. Transactional discipline for the steady operation; transformational practice for the change and growth.
The shift also softens the romance of transformational leadership. Early framings (Burns) made it sound like everyday leaders should aspire to be Gandhi. Later framings (Bass and Avolio) made it accessible: a school head doing her steady management work, plus the transformational practices on top, is a transformational leader by modern definitions.
Why this history matters for a school head
Three takeaways from the theoretical history.
- Transformational leadership has rigorous content, not just rhetoric. Bass’s research-based framework gives the theory teeth. A leader can be assessed on the four practices, not just on charisma.
- Mature transformational leadership includes transactional discipline. A leader who only inspires but cannot execute is not transformational by modern standards.
- The characteristics list is a development tool. A school head can work on each characteristic in turn, growing her own transformational capability.
Burns: opposites. Bass and Avolio: complements.
Burns (1978) saw transactional and transformational as two kinds of leader. A leader was one or the other. Transactional leaders used rewards for loyalty; transformational leaders raised followers to higher moral motivation.
Bass (1985) and Bass and Avolio (1994) showed that real leaders use both. Transformational leadership includes transactional discipline. The mature leader uses transactional tools for steady-state work and transformational practices for change and growth. The shift made transformational leadership accessible to working managers rather than reserved for Gandhi-like political figures.
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