The relationship between transformational leadership, power and the social identuty of employees

Abstract

This study looks at the relationship between transformational leadership, power and social identity of employees. Leadership, social identity and power are intertwined in organisations and fundamental in the interactions between the leader and employees. Whilst leadership is the guide in organisations, social identity creates cohesion and spurs superior performance. Power relations between employer and employees also lends itself to a strong social identity and social cohesion. The organisation benefits where leadership is rooted in social cohesion and a healthy power interaction between employer and employee.

The commercial relevance of the study is premised on the need to driver better company performance through an in-depth understanding of employees and what is ostensibly important to them... The empirical evidence deduced from this study seeks to understand the aforementioned disconnection, if it exists. Literature does not tell us how transformational leadership is affected by social identity and power from an applied psychology point of view.

Transformational leadership success is largely dependent on a prototypical leader harnessing social identity by motivating inspiring empowering and encouraging the employees to transcend self-interest for the benefit of the group. The apt distribution of power between the leader and the employees creates strong social identity and a dyadic relationship between the leader and employees. Transformational leadership thrives in the environment of referent between the leader and employees and where the leader encourages social cohesion by being a prototypical leader where all employees feel the safety, security and certainty of being part of the in-group.