TRANSFORMATIONAL LEADERSHIP AND ITS IMPACTS ON THE COMMERCIAL PERFORMANCE OF GREAT TEAMS

Abstract

This article presents an investigation into transformational leadership and the impacts that this style has on the commercial performance of large teams, based on a qualitative bibliographic review of national studies, highlighting concepts, practices and evidence that demonstrate how managers who adopt inspirational motivation, idealized influence, intellectual stimulation and individualized consideration are able to enhance results and strengthen internal cohesion in highly demanding operational environments. The studies analyzed describe the performance of leaders in different commercial sectors, showing that the consistent application of these dimensions generates productivity growth, greater capacity for adaptation to changes and higher innovation rates, factors that translate into sustainable growth and competitive differentiation. It was identified that teams under this model present higher talent retention, lower resistance to transformation processes and greater commitment to organizational goals, creating a continuous cycle of improvement and learning. The results also indicate that the use of technological tools, such as scanners and digital materials, integrates efficiently into the transformational style, contributing to faster and better founded decisions while strengthening information management and internal communication. It is concluded that transformational leadership applied to large commercial teams not only positively impacts immediate results but also establishes solid foundations for the development of organizational cultures oriented toward engagement and innovation, being a strategic resource for companies seeking excellence and competitiveness in the current market.