Transformational Leadership

From a personality perspective (Funder 2001), Abdel-Magied is extroverted, conscientious, open, rational but only agreeable to a point. According to Judge, Bono, Ilies and Gerhardt (2002), the combination of the first four of these traits are strongly associated with leadership (Northouse p27 2016). 

(Bass 1985)

Bass’ (1985) model of transformational leadership establishes a spectrum with Laissez-Faire at one end and Transformational at the other.  

While Abdel-Magied’s social media activity demonstrates a level of transactional leadership through contingent rewards of plugs, shoutouts or words of congratulation, her main focus is transformational change.  She establishes a higher moral direction for her followers and society (Bass 1985; Burns 1978; Northouse 2016).  She sets a clear vision and direction (Bennis & Nanus 1985) for women, something her followers must trust she will stay consistent to, regardless of the hurdles or negative developments along the way.

(Abdel-Magied 2017g)

(Bass 1985)

Eagly, Johannesen-Schmidt and Engen (2003) found that women’s typical leadership styles can be more transformational and effective than men’s.  Abdel-Magied demonstrates her transformational credentials through Bass’ (1985) Four I’s in the table below and through her social media presence.

Continued on the next page – Situational Leadership.