In the paper, Hay cited a summary of aspects of transformational leadership by A. G. Stone, R. F. Russell and K. Patterson as follows, “… the transformational leader articulates the vision in a clear and appealing manner, explains how to attain the visions, acts confidently and optimistically, expresses confidence in the followers, emphasizes values with symbolic actions, leads by example, and empowers followers to achieve the vision.”

In his conclusion, Hay wrote, “Through charisma, individualized consideration, intellectual stimulation and inspirational motivation, transformational leaders have great potential to promote performance beyond expectations and to effect enormous changes within individuals and organizations. It appears to be a form of leadership well-suited to these current times characterized by uncertainty, global turbulence and organizational instability. However, as we have seen from examples such as the horrors of Jonestown, there are some risks associated with this form of leadership, particularly with respect to idealized influence. The capacity for individual and organizational transformation must be accompanied by moral responsibility, for transformational leaders shape powerful social and institutional cultures which may either be liberating or oppressive.” I’ve seen this leadership model at work first hand in businesses, and I wonder if it has an application in thinking about President Obama’s challenges and his approach to leadership.