The concept of transformational leadership and its different components has dominated leadership research and practical training ever since James Burns in the 1970s and later Bernard Bass in the 1980s popularised the concepts with social science business studies.
Throughout the 1990s debates erupted between the organisational outcomes of transformational or transactional leaders until recently. In the 2010s until present, research shows the most effective leaders possess both transformational and transactional qualities in equal measure.
