International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

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Transformational Leadership from Sri Rama: Insights from Valmiki Ramayana

Author(s) Ms. Shreshthi Prakash, Sanjeev Gupta
Country India
Abstract This essay examines Sri Rama's transformative leadership style in the Valmiki Ramayana, which has changed and still transforms millions of Indians today. Burns (1978) distinguished between two types of leadership: transformative and transactional. Based on the present values and motives of both leaders and followers, transactional leadership entails the trade of valued items. Transactional leaders place a strong focus on making tasks, work standards, and results clear. Burns (1978), on the other hand, defined transformational leadership as a process that inspires followers by making an appeal to moral principles and higher goals. A vision for their business, community, and nation may be defined and expressed by transformational leaders, and their leadership style can inspire followers to achieve better results. Before Burns (1978) and Bass and Avolio (1994) introduced and developed the transformational leadership approach, Sri Rama had already exhibited transformational leadership for thousands of years. The four dimensions of Sri Rama's transformational leadership style—Inspirational Motivation (IM), Idealised Influence (II), Intellectual Stimulation (IS), and Individualised Consideration (IC)—are specifically examined and explained in this paper. These dimensions were developed by Bass and Avolio (1994). The examination of transformational leadership literature and a qualitative research approach known as hermeneutics—the interpretation of an ancient or classical work of literature—form the basis of this article (Valmiki Ramayana). The author believes that Sri Rama's leadership teachings would serve as a guidance and inspiration for leaders everywhere, not only in India.
Published In Volume 7, Issue 2, March-April 2025
Published On 2025-03-26
DOI https://doi.org/10.36948/ijfmr.2025.v07i02.39904
Short DOI https://doi.org/g892pd
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