The managers are trusted and respected to make the right decisions for the association. There are four components of authentic transformational leadership, the first being an idealized influence where managers are role models for their associates. This behavior is not just completing assigned tasks, but also things like remembering birthdays, learning and using co-workers and client’s names, creating opportunities, giving followers the opportunities to accept challenges and control new projects. The fourth behavior is demonstrating respect and concern for people. Without trust a follower will not follow or learn. Sashkin (LBQ) developed five behavior categories which involved focusing the attention of others on key ideas, developing active listening and giving and receiving feedback effectively. Sashkin created the first drafts of a Leader Behavior Questionnaire, while Bass, Kouzes and Posner worked on the transformational leadership model.
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Others like Bernard Bass, James Kouzes, Barry Posner, and Marshall Sashkin created ways to explain transformational leadership and how to measure its outcomes. When Burns developed his theory for transformational leaders, he didn’t develop a clear concept for the theory. Nancy Hoover, (1991) Kenneth Leithwood and Doris Jantzi (1990) all believe that there were similarities in transformational leadership whether it is a school or business. Both Burns and Bass based their ideas and work, with political leaders and business executives rather than a school. James McGregor Burns first developed the idea of transformational leadership in 1978, his idea was extended by Bernard Bass and then several others. A Manager must influence their employees in a positive way in order for the organization’s goals to be achieved Peter Northouse (2001). Leadership is a process where one individual influences a group of individuals to achieve a common goal. "Truly transformational leaders, who are seeking the greatest good for the greatest number without violating individual rights, and are concerned about doing what is right and honest are likely to avoid stretching the truth or going beyond the evidence for they want to set an example to followers about the value of valid and accurate communication in maintaining the mutual trust of the leaders and their followers" (Bass, 1998A, p.174). Managers tend to mistake being a manager for being the leader. In order for a manager to be effective they must first be a good role model and fill the role as a workplace leader, and show leadership.
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