LEADERSHIP CHARACTERISTICS OF ... - Drake University

them toward higher and more universal needs and purposesv' (Bolman &
Deal, 1997, p. ). Proponents of transformational leadership believe that
the patterns of the past should not be the guide for the future. They
believe that successful transformational leaders create clear and
compelling visions for the future (Bass, 1985; Bennis, 2003; Heifetz, 1994;
Kotter, 1996; MacGregor Burns, 2003; Senge, 1990; Tichy & Devanna,
1986; Yammarino, 1999), demonstrate charisma (Bass, 1990; Bennis,
2003; Conger & Kunungo, 1987; House & Aditya, 1997; Tichy & Devanna,
1986), align organizational goals with personal goals (MacGregor Burns,
2003), and engage others in reaching the vision (Bass, 1999; Bennis,
2003; Heifetz, 1994; Howell & Avolio, 1993; Kotter, 1996; MacGregor
Burns, 2003; Tichy & Devanna, 1986; Yammarino, 1999). They also tend
to engage in leadership with a high sense of ethics and attention to values
(Bass, 1999; Bolman & Deal, 1999; Heifetz, 1994; Kotter, 1996;
MacGregor Burns, 2003).
Bass (1 985) depicted transformational leadership as a series of
higher order constructs that are comprised of three distinct factors:
charisma, intellectual stimulation, and individual consideration.
Transformational leaders concentrate their efforts on long-term goals,
vision, changing and aligning systems, and coaching and developing
others. Bass purports that such leaders display transactional behaviors as
well. In contrast with Burns' (1 978) assessment, Bass does not consider
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