The only theory of leadership relevant to the assigned Article is the transformational leadership theory assuming the narcissistic personality type. In particular, Patrik Wikström’s article “Transformational leadership in practice – The case of Steve Jobs and Pixar animation Studios” reveals how Steve Jobs’ experience with Pixar Animation provides the case study of how Bass’ definition of transformational leadership looks in practice.
Transformational leadership primarily emphasizes on organizational change that enables individual growth of the staff members therein. Bernhard M. Bass, the core theorist who championed the theory of transformational leadership described transformational leader as a person capable of raising awareness among the followers and leading them towards higher organizational goals by matching their individual interests with corporate purposes. This way, transformational leaders make the rest of the staff work harder and remain loyal to corporate values (Bass, 1985).
In essence, transformational leadership is different from other leadership theories while this approach does not involve a set of defined measures and activities that would necessarily enhance organizational performance. The approach rather serves as a relevant background for understanding the very concept of ‘leadership’ aimed at positive changes, inspiration, innovations, and individual development (Northouse, 2004).
Transformational leaders deploy the following leadership styles: (1) idealized influence, meaning that transformational leaders serve as role models for the followers; (2) intellectual stimulation, meaning that transformational leaders inspire creativity and challenge set conventions through continuous change; (3) inspirational motivation, meaning that transformational leaders motivate their followers through comprehensive communication of the organizational vision and goals; and (4) individualized consideration, meaning that transformational leaders are always aware of diverse and individual concerns of their followers (Bass, 1985; Bass & Avolio, 1994).
The most important component of transformational leadership is leader’s ability to engage with the followers and properly motivate them. According to Burns (1978), transformational leadership holds substantial potential to make the leader recognize and respond to the diverse needs and concerns expressed by the followers. The approach best fits the motivational theories that strategically focus on securing proper working conditions and growth opportunities. Given positive atmosphere at workplace, transformational leaders can easily transform followers into future leaders, or at least try to. This is due reciprocal e engagement while leaders and followers raise one another to higher levels of professional growth and development (Burns, 1978). In this context, Maccoby (2000) distinguishes narcissistic leaders who can potentially benefit an organization foregoing change. Narcissistic transformational leaders are great visionaries capable of motivating others through their oratory skills, and most importantly, inner charisma. Narcissistic leaders are most likely to adopt the skills and practice of transformational leadership, and develop leaders around themselves by deploying relevant motivational approaches.
The case study of Pixar shows the interrelationship between narcissistic personality and transformational leadership approach. Three leaders (Catmull, Jobs, and Lasseter) combined individual competencies and personalities to implement transformational leadership concept in practice. In particular, with regard to ‘inspirational motivation’, the company most benefited from Jobs’ charisma through which he envisioned Pixar as the lead storyteller for the 21st century. Jobs wanted Pixar to tell popular stories to children by fussing over every single detail (Burrows & Grover, 1998; Schlender, 2001).
As on the individual level, transformational leadership is ultimately important while managing teams within an organization. The idea of teaming-up or working in teams closely matches the concept of transformational leadership and makes leaders less self-serving. Essentially, effective teams consist of active followers. Hence, a single leader is not the center of the organizational performance, while teams equally share activities and tasks among them. Rather than promoting individual leadership, effective organization should aim at encouraging teamwork as the basis of organizational productivity and effectiveness. While not all leaders would like that and continue to exhibit their transformational qualities and self-interests, corporate values based on teamwork and shared responsibility should prevail.
Genuine transformational leaders should never be self-concerned, power-oriented, and exploitative of others while managing teams. Instead, they should nurture corporate values among the followers and create leaders around themselves. These assumptions and recommendations for proper team management and leadership primarily ground on high level of corporate culture and morale as the basis of proper working environment and organizational performance. While transformational leaders stand apart from other leaders due to their exceptional personal abilities, including creativity, envisioning, and other interpersonal abilities capable of inspiring the followers, they are the prominent leaders of the teams in today’s organizations.
However, the core question of whether narcissistic leaders are capable of inspiring transformational leadership in their organizations remains unanswered. Steve Jobs experience at Pixar Animation Studios shows how genuine transformational leader sacrificed his individualistic self-concerns for the sake of corporate success. While sharing many traits of the narcissistic personality type, Jobs managed to grow into an effective transformational leader despite the downsides of his personality. Along with two other leaders, he managed to create corporate culture and inspire progressive leadership philosophy that inspired so much creativity and innovation. Pixar’s case is a success story to follow in terms of team management and its interrelationship with the concept of transformational leadership emphasizing on teamwork, individual development, and developing new leaders all around (Brookey, n.d.).
