My subsequent writing in this area takes his definition of transforming leadership from the political context and applies it to formal organizations. Transforming organizational leaders shape collective purpose and developmental processes within the organization that adapt to some social changes and promote others. Though leadership scholars have previously adapted Burns's concept and incorporated it in leader-follower relationships (Bass 1985; Bennis and Nanus 1985; Tichy and Devanna 1986; Bass, Avolio, and Goodheim 1987; Bass, Waldman, Avolio, and Bebb 1987), my work attempts to infuse organizations with Burns's imperative to link leadership with "collective purpose and social change (Burns 1978:3).
Copyright (c) 2007 University Press of America, Inc. This book chapter first appeared in Reflections on Leadership.
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Hickman, Gil. "Can Organizations Meet the Test of Transforming Leadership?" In Reflections on Leadership edited by Richard A. Couto, 119-132. Lanham, MD: University Press of America, Inc., 2007.