The Transformational Leader Looks for Potential Motives in Followers, Seeks to Satisfy Higher Needs, and Engages the Full Person of the Follower

“The transformational leader looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower” (Burns 2010 p4)

Each of the three leaders analysed display a transformational style, and also display further leadership styles which are the focus of this assignment.

All three leaders are attempting to “influence the activities” of their followers (Hersey,Blanchard,Johnson 2001 p 117) as described in their situational leadership model. Adami initially displays a high task and high relationship style combining initiatives such as Fred's pub and the beer university to foster debate and awareness with the introduction of performance management systems to “realign the organisation”.

Goleman’s ‘authoritative’ style (2000, p83-86) is evident initially installing a vision and pride in the organisation, thereafter combined with, or replaced by,  a ‘pacesetting’ style as rigorous systems are introduced “top down” to create “an intense performance culture”.

In contrast with Ullmans approach, whose strategy mainly concentrates on team and individual, Adami marries the main areas of John Adair’s action centered leadership model (figure 1) (Chapman) focusing on task achievement whilst seeking to motivate and improve the individual and team, displaying flexibility in “assessing the forces that determine what his most appropriate behaviour….should be”(Tennenbaum & Schmidt 1958 p101).

Ullman’s actions display what Goleman's model describes as a “democratic” combined with an “affiliative” style of leadership (2000,p84). His attempts at changing the culture involved a process of listening and canvassing opinion, via, for example, the associate engagement survey. His “integrating this feedback into planning”