Leadership According To Bernard Bass Print
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ScribdTranslationsLEADERSHIP ACCORDING TO BERNARD BASS
Bernard Bass, Ph.D. in Industrial Psychology and researcher teacher at Binghamton.
University has directed its work for more than two decades towards understanding phenomena.
organizational, focusing particularly on the area of human behavior within the
organizations. In 1985, he published his book Leadership and Performance Beyond Expectation, in the
that began to systematically develop its transformational leadership model.
The Bass model has its origins in the fundamental concepts proposed by Bass in 1978.
where he distinguished two opposing types of leadership on a continuum: transactional and
the transformational (Bass, 1999, p. 9-13).
Burns sees transactional leadership as an exchange between the leader and their followers, where these
they receive a value in exchange for their work and Bass confirms the existence of a cost relationship–
benefit (Bass, 1999).
In contrast, transformational leadership stimulates the emergence of awareness of the
workers, who accept and commit to the achievement of the organization's mission
putting aside their personal interests to focus on the interests of the collective. But Bass
go beyond and argue that a leader will be able to exhibit according to the circumstances and what they
demanding, different leadership patterns.
To make the differences between transactional and transformational leadership more evident, use
like the message from President Kennedy to the American people: 'The transformational leader'
emphasizes what you can do for your country and the transactional leader focuses on what your country can do
do for you" (Martínez, 1995, p. 116). Seen this way, transformational leadership is one that motivates to
people to do more than they themselves expect and as a consequence, it happens
changes in groups, organizations, and society (Bass, 1985, p.20) those who represent their
once, a benefit for the community.
This is the reason why Bass considers this style of leadership to be transformational (Bass, 1985, p.
21) because it relates to human needs, and specifically to those that
they are located in the domain of personal growth, self-esteem, and self-actualization.
Transformational leaders, through the influence exerted in their relationships with
group members stimulate changes in vision that lead each individual to set aside their
particular interests to seek collective interest, even when their own are not satisfied
existential vital needs (security and health) or relational (love and affiliation) (Bass, 1985)
p.15).
That change in the individual's priorities allows the expansion of their range of needs with the
inclusion of the need for personal growth, through the commitment that the person acquires
with the achievement of the group objective. This change results in that the people within the
organization that has the potential to become self-directed, self-regulated leaders, self
updated and self-controlled (Bass, 1985, p.16).
This multiplier effect or cascading effect is characteristic of transformational leadership, which
it stimulates both the development of each individual and the transformation of the collective.
Since leaders may exhibit behavior patterns that combine elements from various
leadership styles, Bass together with Bruce Avolio, doctor in Industrial Psychology and
organizational, research professor at the University of Nebraska-Lincoln and director
From the Gallup Leadership Institute, they propose the full range leadership model.
Leadership FRL), which includes the components of transformational and transactional leadership.
to form a whole that provides results in meeting the needs of the
individuals and the group, the extra effort required to achieve shared objectives and the
effectiveness and efficiency of the organization.
The eight dimensions of leadership that make up the foundation of the model are described below.
FRL, according to Bass and Avolio:
Laissez-Faire or let it be. This leader is really not a leader and offers very little in terms of
direction and support. Avoid making decisions, it is messy and allows others to do what they
It seems. The phrase that represents it is: 'It doesn't matter whether he does it or not...'
Passive management by exception. The leader by exception tends towards laissez faire but is
active when difficulties or errors arise that require your attention. Avoid any changes
in the status quo and only intervenes when the circumstances are exceptional. The phrase that it
It represents: 'If it were not to take place...'
Active management by exception. The active leader by exception pays attention to some
problems and has monitoring and control systems that provide alerts. Its style tends to
to generate a moderate performance. The phrase that represents it is: 'If I observe that it is not being done'
doing something...
Contingent recognition. It is the classic transactional style. The leader sets clear objectives.
and various rewards. This means that your employees will reach performance levels
expected, although it will not be easy for them to "walk the extra mile" since this requires a
estilo más transformacional. La frase que lo representa es: “Si se hace como se espera...”
Individual consideration. This dimension includes care, empathy, and providing challenges.
and opportunities for others. The typical leader is an active listener and strong communicator. This is the
first of the transformational styles. The representative phrase is: "I am interested that you are
develop professionally and build a career in this organization…
Intellectual stimulus. It leads the leader to empower others to think about problems.
and develop their own skills. This style is often used by parents, but it is
less common in organizations. The representative phrase is: "What do you plan to do in the face of...?"
Motivation and inspiration. This type of leader has the ability to motivate people to achieve
superior performance, as it is good for achieving extra efforts and convincing followers
of his abilities. He creates the willingness for change and encourages a wide range of interests. The
A representative phrase is: 'I expect your best effort...'
Idealized influence or charisma. It has a sense of purpose. Leaders of this type are
described as charismatic and perceived by followers as having a high degree
of morality, trust, and integrity. They take the lead in crises and celebrate success with their
people. That's why this style appears with two dimensions that encompass the attributes or
personal characteristics of the leader and the behavior of that leader. The representative phrase is: 'If you believe
what is correct, then...
Martha Ruth Mendoza Torres, Military University Nueva Granada
Carolina Ortiz Riaga, Nueva Granada Military University
