Articles / James MacGregor Burns: The Father of Transformational Leadership
Leadership Theories & ModelsDiscover James MacGregor Burns' groundbreaking transformational leadership theory that transformed business and political leadership worldwide. Expert analysis inside.
Written by Laura Bouttell
When a Bronze Star recipient and Pulitzer Prize-winning historian fundamentally reshapes how we understand leadership, the business world takes notice. James MacGregor Burns (1918-2014) didn't merely study leaders—he redefined what leadership means, shifting focus from authoritarian command to collaborative transformation that elevates both leaders and followers.
Burns shifted the focus of leadership studies from the traits and actions of great men to the interaction of leaders and their constituencies as collaborators working toward mutual benefit. His revolutionary distinction between transformational and transactional leadership has become the cornerstone of modern leadership development, influencing everything from boardroom strategies to political campaigns.
But what makes Burns' approach so compelling that it continues to dominate leadership curricula decades after his seminal 1978 work? The answer lies in his fundamental insight: true leadership isn't about wielding power over others—it's about unleashing the potential within them.
Burns' leadership theory centres on two distinct approaches: transformational leadership and transactional leadership. Leadership over human beings is exercised when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological, and other resources so as to arouse, engage, and satisfy the motives of followers... in order to realize goals mutually held by both leaders and followers.
This definition represents a paradigm shift from traditional "great man" theories that focused solely on leader characteristics. Instead, Burns emphasised the dynamic relationship between leaders and followers, viewing leadership as a collaborative process of mutual influence and elevation.
Burns drew inspiration from his wartime experiences in the Pacific Theatre, where he observed that effective military units often demonstrated leadership emerging from the ranks rather than flowing solely from officers. Burns was a combatant in World War II and realized that when people talked of leadership they emphasized the qualities of the officers but rarely paid attention to the soldiers. However, he saw that the most effective fighting units were those where, in the absence of the officers, leadership was found within the ranks.
This observation led to his revolutionary concept: "Leadership is followship, and followship is leadership," where leaders emerge from and develop within their constituencies rather than being imposed upon them.
Transformational leadership occurs when leaders and followers engage with each other to raise one another to higher levels of motivation and morality. Transformational leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality. That people can be lifted into their better selves is the secret of transforming leadership.
Unlike traditional leadership models that focus on compliance and control, transformational leadership seeks to:
Transformational leaders demonstrate several distinctive qualities that set them apart from conventional managers:
Burns studied numerous historical figures to illustrate transformational leadership in action, including Franklin D. Roosevelt, Mahatma Gandhi, and Winston Churchill—leaders who fundamentally altered their societies by appealing to citizens' higher aspirations.
Transactional leadership operates on a system of exchanges between leaders and followers—rewards for compliance, punishment for failure. Burns (1978), in analyzing American politics, concluded the nation needed 'transforming leaders' with visions of a better future, rather than 'transactional leaders' who engaged in pork barrel politics, exchanging campaign promises for votes.
The difference isn't merely operational—it's philosophical. Transactional leaders work within existing systems and cultures, maintaining stability through established processes. Transformational leaders, however, seek to fundamentally alter organisational cultures, values, and aspirations.
Consider this analogy: if an organisation were a ship, transactional leaders would ensure it runs efficiently on its current course, whilst transformational leaders would chart entirely new destinations and inspire the crew to navigate uncharted waters.
Burns argued that leadership is inherently a moral undertaking. Burns Transformational leadership Theory, in other words, Burns focuses upon motivations and values in assessing how a leader approaches power. This aspect of having that basic ethical system sets leaders apart from those merely aspiring to power.
This moral dimension distinguishes genuine leaders from mere power-seekers. Burns categorised leaders into two fundamental types:
Burns' moral framework draws from philosophical traditions stretching back to Socrates, who argued that humans exist not merely to survive but to achieve their highest potential. Little, if any attention is paid to the reasons why or the ultimate reason why anyone would ever want to become a leader, Burns Transformational Leadership Theory is of course an exception. The problem stems as far back (and probably further) to the time of Plato 2500 years ago, when Thrasymachus, a rhetorical theorist and Chalcedonian sophist, stated that "might makes right".
This philosophical grounding explains why Burns viewed transformational leadership as qualitatively superior to transactional approaches—it appeals to humanity's better angels rather than base self-interest.
Burns' transformational leadership theory has become the most studied and influential leadership approach in management studies. Transformational leadership theory, originally developed by American political scientist James MacGregor Burns in the late 1970s, is the best-known and most influential leadership theory in management studies.
The transition from Burns' original political focus to business application occurred in the 1980s when management scholars recognised the theory's potential for corporate transformation. Tichy and Ulrich (1984), writing in Sloan Management Review, were the first to make the connection to Burns and express enthusiasm for the potential of transformational leaders. They laid the blame for the continued decline of American corporations on "transactional managers" who lacked a compelling vision of the future and clung to the status quo.
Today's business leaders apply Burns' principles through:
Companies like Apple, Microsoft, and Tesla have demonstrated transformational leadership principles by fundamentally reshaping entire industries rather than simply competing within existing frameworks.
Despite its influence, Burns' theory faces several substantive criticisms that modern leaders should consider:
Democracy was at the core of Burns' conception of transformational leadership: voters selected their leaders and voted them out if they failed to deliver on their visions. However, this was overlooked by those who introduced the theory to management studies.
In corporate settings, followers don't elect their leaders, potentially undermining the democratic foundation of Burns' original conception.
Critics argue that Burns' theory is overly idealistic, assuming that people consistently respond to moral appeals when practical considerations often dominate decision-making. His theories have also struck some as too idealistic and utopian, ignoring the complexities of different types of organisations and the distinction between transformational and transactional is not always clear.
Transformational leadership's emphasis on charismatic influence raises concerns about potential manipulation. Leaders with compelling visions might inspire followers toward destructive ends, as historical examples demonstrate.
Successful application of Burns' model requires leaders to focus on follower development, moral grounding, and vision articulation. Here's a practical framework for implementation:
Develop Authentic Vision
Invest in Follower Development
Establish Moral Authority
Foster Collaborative Culture
Begin with self-assessment: Examine your own motivations and values. Are you seeking leadership for personal gain or to serve others' development?
Focus on relationships: Burns emphasised that leadership is fundamentally relational. Invest time in understanding your team's aspirations, values, and developmental needs.
Embrace conflict constructively: Burns: Because conflict mobilizes followers. They're mobilized because they feel strongly. The leader emphasizes the conflict. Strategic conflict around important issues can galvanise teams toward meaningful change.
Burns' intellectual legacy extends far beyond academic theory into practical leadership development worldwide. His work has influenced other transformational leadership theorists such as Bernard Bass, Bruce Avolio, and Kenneth Leithwood, and inspired Georgia Jones Sorenson to found the Center for Political Leadership and Participation at the University of Maryland, which Burns joined in 1993, causing the center to be renamed in his honor in 1997 as the James MacGregor Burns Academy of Leadership.
The James MacGregor Burns Academy of Leadership continues advancing his vision of developing transformational leaders across sectors. Universities worldwide have integrated his theories into leadership curricula, whilst business schools emphasise transformational approaches in executive education.
Burns' later work expanded his focus to global challenges, arguing that transformational leadership represents humanity's best hope for addressing poverty, inequality, and social injustice. Burns asserts that if leadership is a moral undertaking or a "response to the human wants expressed in public values, then surely its greatest task – the task, even, of a global leadership – must be to respond to the billions of the world's people in the direst want, people whose pursuits of happiness might begin with a little food or medicine, a pair of shoes, a school within walking distance."
Whilst Burns wrote before the digital revolution, his principles remain remarkably relevant for contemporary leaders navigating technological disruption, remote teams, and rapid change.
Modern transformational leaders apply Burns' insights by:
Digital environments can make follower development more challenging, requiring leaders to be more intentional about mentoring, recognition, and community building—core elements of Burns' transformational approach.
Burns viewed transformational and transactional leadership as mutually exclusive approaches, whilst Bernard Bass later argued that leaders could exhibit both styles simultaneously depending on situational needs. Bass also developed more measurable frameworks for assessing transformational leadership behaviours.
Burns believed transformational leadership capabilities could be developed through experience, education, and moral growth. Unlike trait-based theories that emphasise fixed characteristics, Burns' approach suggests that individuals can learn to become more transformational through conscious effort and practice.
Burns reconceptualised power as "power with" rather than "power over" followers. Transformational leaders share power by developing others' capabilities rather than hoarding authority, creating more distributed and sustainable leadership structures.
Emotional engagement is central to Burns' theory. Transformational leaders connect with followers' emotions, aspirations, and values, moving beyond purely rational exchanges to create emotional commitment to shared visions and goals.
Burns acknowledged that transformational leaders could fail when they lose connection with followers' needs and values. Democratic accountability remained important in his original conception, though this element was often overlooked in business applications.
Critics argue that Burns' emphasis on individual transformation and democratic values reflects Western cultural assumptions. However, his study of diverse historical leaders suggests broader applicability, though cultural adaptation may be necessary.
Burns would argue that moral leadership becomes more important, not less, in competitive environments. Leaders who inspire trust and commitment through ethical behaviour often achieve more sustainable competitive advantages than those relying purely on transactional exchanges.
James MacGregor Burns fundamentally transformed our understanding of leadership by shifting focus from command and control to inspiration and development. His insight that true leadership elevates both leaders and followers remains as relevant today as when he first articulated it.
In an era of increasing global challenges—from climate change to technological disruption to social inequality—Burns' vision of morally grounded, transformational leadership offers hope for positive change. His legacy reminds us that leadership isn't about accumulating power but about developing others' potential to create meaningful change.
For business leaders seeking to navigate complexity and inspire innovation, Burns' framework provides both philosophical grounding and practical direction. The question isn't whether we can afford to embrace transformational leadership principles—it's whether we can afford not to.
As Burns himself might say, the future belongs to those leaders who can lift others toward their better selves whilst pursuing shared visions of human flourishing. In a world crying out for authentic leadership, that message has never been more essential.