Group Members: ANG RUEY ZHOU

PUVANINTHIRAN A/L KESAVAN

CHUA HOOI KANG

FARHAN NAZMI BIN YUSOF

MOHD RIDZWAN BIN MOHD YUSAK

DING TAI CHEAN

Abstract

This presentation contains the following contents

The definition of transformational leadership and transactional leadership.

The behaviors of transformational leadership and transaction leadership had also included in this presentation

Finally, several research methods that used to study on transformational leadership also had included in the last part of the presentation. The research methods included laboratory experiments, field experiments, survey research, Descriptive and comparative studies, and Intensive Case Studies.

Transformational Leadership

Transforming Leadership

Appeals to the moral values of

followers to raise their consciousness

Transactional Leadership

Appealing their self-interest and

exchanging benefits.

May involve values relevant to the

exchange process – honesty, fairness &

responsibility

VsBurns (1978)

Burns also identified a third form of leadership influence based on legitimate authority and respect for rules and tradition.

Bureaucratic organization emphasize this form of influence more than influence based on exchange or inspiration.

• Bass (1985), transformational leader motivates followers by:

1)making them more aware of the importance of task outcome2) inducing them to transcend their own self-interest for the sake of the organization or team3) activating their higher-order needs

Followers feel trust, admiration, loyalty and respect toward the leader, they are motivated to do more than expected.

•Transactional leadership involves an exchange process that may results in follower compliance with leader requests but is not likely to generate enthusiasm and commitment.

Transformational Behaviors

•Arouses strong follower emotions and identification with the leaders

Idealized influence

•Increases follower awareness of problems

•influences followers to view problems from new perspective

Intellectual stimulation

•Providing support, encouragement, and coaching to followers

Individualized consideration

Inspirational motivation

communicating an appealing vision and using symbols to focus subordinate effort

Transactional Behaviors

•Clarification of the work required to obtain rewards

•Use of incentives and contingent rewards to influence motivation

Contingent reward

•Use of contingent punishments and corrective action in order to get standard performance

Passive management by exception

•Looking for mistakes and enforcing rules to avoid mistake

Active management by exception

• New versions of theory also include laissez-faire leadership. - show passive indifference about the task and subordinates (e.g. ignoring problems, ignoring subordinate needs)- absence of effective leadership

Influence Processes•Involves Internalization – e.g. Inspirational vision

•Increase Intrinsic Motivation

•Involves Personal Identification

•Transformational Behaviors – e.g. Inspirational

Motivation & Individualized Consideration

•Intellectual Stimulation

Facilitating Conditions

Does not specify any condition irrelevant or ineffective.

Some aspects of transformational leadership are relevant but NOT goes to universal relevance.

Situational variables.

More important in dynamic & unstable environment.

Traits and values of followers

Primary Types of Research on the Theories

Survey Research

Used more often for research on transformational and charismatic leadership.

Developed several different questionnaires.

Multifactor Leadership Questionnaire (MLQ)

- Used for research on transformational leadership.

- Measure the leadership effectiveness based on seven factors related to transformational leadership.

Cont…

Meta-analysis

Statistical technique by combining the findings from independent studies.

Lowe, Kroek, Sivasubramaniam (1996) conducted meta-analysis by combining 39 studies using MLQ.

To examine the general relationship of transformational and transactional leadership and to measure the leadership effectiveness.

Transformational leadership was significantly related to some measures of leadership effectiveness.

Laboratory Experiments

Kirkpatrick and Locke (1996)Investigate the separate effects of three

leadership behaviorVisioningCommunicatingClarifying

Field Experiments

Barling, Weber and Kelloway (1996)

Conducted in a bank.

One group trained to use more intellectual stimulation and individualized cosideration.

The results :

High organizational commitment.

Personel loan sales by employees is more better.

Cont…

Dvir, Eden, Avolio and Shamir (1999)

Use transformational leadership in Israeli Defense Force (IDF).

Some of 54 participants were given special training.

The results :

The platoons performed better than others.

Descriptive and comparative studies

Descript for identify as either charismatic or non-charismatic leaders

Source of behavior descriptive to researchers:

1) Interview

2) Biographical, article, and case study

3) Critical incidents

Identify characteristic by interview Bennis & Nanus, 1985

Conger, 1989

Fior, Harris, & House, 1999

Howel & Higgins, 1990

Jacopsen & House, 2001

Kouzes & Posner, 1987

Levinson & Rosenthal, 1984

Peters & Austin, 1985

Shamir, 1995

Indentify characteristic by biographics, article, and case study

Bligh, Kohles, & Meindl, 2004

Deluga, 1998

House, Spangler & Woycke, 1991

Mio et al, 2005

Mumford & Van Doorn, 2001

O’connor et al, 1995

Strangle & Mumford, 2002

Van Fleet & Yulk, 1986a

Westley & Mintzberg, 1989

Willner, 1984

Identify characteristic by critical incidents

Bryman, Stephens, & Campo, 1996Kirby, King, & Paradise, 1992Lapidot, Kark, & Shamir, 2007Yulk & Van Fleet, 1982

Example of descriptive and comparative studies House, Spangler, and Woycke

( 1991)1. Ask several historians charismatic or non-charismatic each

of 31 former presidents and at least 2 years of their firm term.

2. The motive pattern of his first inaugural address.

3. Ways to measure effectiveness of leadership by

Rate of president by historian

Analysis of biographical information

4. Result show president with a socialized power are more charismatic.

5. Charismatic president use direct action to solve problem.

Example of descriptive and comparative studies Bennis and Nanus (1985)

1. Study leaders of dynamic and innovative leaders.

2. Collect data using interview and observation.

3. Their no large-than-life. Most leaders were ordinary in appearance, personality, and general behavior.

4. Similarity of leader that researcher identify all leader has vision of desirable and possible vision.

5. Commitment their vision by decision and behavior.

Intensive Case Studies

Beyer & browing, 1999

Cha & Edmindson, 2006

Roberts, 1985

Roberts & Bradley, 1988

Trice & Beyer, 1986

Weed, 1993

Methods of Collecting DataRobert 1985 Robert & Bradley 1988

Analysis of newspaper articles,

Analysis of official documents, newspaper articles, and reports made by special interest

Participant observation of formal and informal meetings

Observed during speech engagements, meetings with her staff, press conferences, formal meetings with members of state department of education.

Interviews with the superintendent, other administration, board members, staff, teachers, parents, and students

Interviews with state legislators, representatives from the governor’s office, the board of education, school boards and teacher unions

Archival searches -

Briefing of the Studies

Robert 1985 Robert & Bradley 1988

Candidates A A

Position of job Superintendent of public school district

Commissioner of education for state

Charismatic / X

Solve Problem(s) / X

Briefing contd.Robert 1985 Robert & Bradley

1988

Actions to take on the post / Strategy

Developed Mission Statement & Vision Statement

Formulated mission statement and vision for change

Replaced key position people

several assistant commissioners

Energetic, created enthusiasm, channeled emotions aroused by the budget crisis, and galvanized people into action.

Enthusiasm and support were generated by conducting visits to nearly all of the school districts in the state

Staff were trained -

Conclusion

Robert 1985 Robert & Bradley

1988

Charismatic / X

Crisis / X

Authority More Less

Size of team Small Large

Relation Strong Weak

Thank You