Transformational Leadership, Aspects of Self-concept, and Needs of Followers

Abstract. This research examines how “higher levels of motivation ” could be operationalized in Burns ’ (1978) definition of transformational leadership. Two lines of argument are examined empirically. The first, based on Shamir (1991) suggests an explanation based on a self-concept based motivation theory, and the second is based on traditional need based theories. Using the survey method, a predominantly male sample drawn from all levels and comprising 70 pairs of leaders and followers, was studied in a single medium-sized manufacturing organization. Results indicate that transformational leadership is positively related to personal identity and unrelated to social identity. Needs were seen to be unrelated to transformational leadership. Therefore, some empirical support was found for Shamir (1991) suggesting that the process by which transformational leaders engage followers to higher levels of motivation and morality, involves engaging the follower’s self-concept