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Transformative Leadership
Sue L. T. McGregor PhD, Professor Emerita (MSVU)
Manitoba Association of Home Economists (MAHE) Semi Annual Conference
Winnipeg, ManitobaOctober 2-3, 2015
[email protected] TWEET #MBHomeEc2015
the kind of leadership really matters!
Individual practitioners have a choice of which leadership approach they intend to embrace. Their choice affects the nature of their practice, thereby the future of the profession.
Tonight, we are discussing transformative leadership, which is normally contrasted with transactional leadership.
Leadership and home economics (aka family studies/human ecology/family and consumer sciences) go hand-in-hand, BUT…
Fundamental difference
Transactional Transformative
Main differences www.businessdictionary.com
Transactional Transformational
Style of leadership that is based on the setting of clear objectives and goals for the followers as well as the use of either punishments or rewards in order to encourage compliance with these goals.
Based on give-and-take relationship
Like the status quo and want to keep it that way
Style of leadership where the leader is charged with identifying the needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of the group
Based on leader’s ability to make a change through example, and to articulate an energizing vision and challenging goals
Challenge the status quo
Just some examples
Transactional (use rewards and punishments to get results from followers)
Transformational (get people to transcend their own self interest for the good of the team and the vision)
Joseph McCarthy Charles de Gaulle Dwight Eisenhower George H. W. Bush Margaret Thatcher
Nelson Mandela Winston Churchill Gandhi Martin Luther King Jr. Mother Theresa
Eleanor Vaines (Canadian) Dorothy Mitstifer (US,
recently deceased) Donna Pendergast
(Australia) Kaija Turkki (Finland) Marjorie Brown (US,
deceased) Sekiguchi Fusa (Japan) Ellen Swallow Richards
(founder of profession)These are the women who
inspire me to keep on working on the profession; their ideas and vision sustain me!
In our profession (home economics), I consider the following women to be transformative leaders because they laid out a vision for our future:
Transformative and transactional
leadership theories were developed over
the last 35 years
by three key people….
Bernard Bass
James McGregor Burns (deceased)
Bruce Avolio
transformational leadership can only be effective in the presence of transactional leadership skills.
Transactional is a prerequisite for, the foundation of, transformative; otherwise, the latter is latent.
NEED BOTH Transactional leaders handle all the details that come together to build a strong public reputation, while keeping employees productive on the front line.
Transformational leaders are at the helm articulating ambitious goals, and striving to achieve success through their vision and their team-building skills.
Current version of the theory holds that
Red to Green are transactional
Blue is transformative
Now called…
Transformative and Transactional
Overview of main ideas in the theory
Transactional (4 types)
LF Red Laissez Faire – hands off/let things ride/delay decisions/no feedback approach (avoids involvement…group lacks direction)
MBE (P) Orange – Management by Exception (Passive) – only takes action to put out fires or if standards are not met; punishes if performance is unacceptable (reactive response)
MBE(A) Yellow – Management by Exception (Active) – continually monitors, watches for mistakes and rule violations, and takes corrective actions to avoid mistakes (proactively audits people’s performance)
CR Green – Contingent… Provides resources, clarifies expectations, rewards achievements and reinforces performances (“Let’s make a deal, with rewards being contingent upon…”)
Transformative (5 elements)
IC – individualized consideration (compassion; coaches people)
IS – intellectual stimulation (think outside the box – encourages innovative thinking)
IM – inspirational motivation (sharing vision, exciting the masses – inspires others)
II – idealized influence (walking the talk; actions speak louder than words – acts with integrity)
IA -Idealized attributes- builds relationships based on trust and respect
Transactional leadership gets its name from the concept transaction, meaning an agreement involving an exchange, giving something to obtain something else.
This exchange is based on the leader specifying what is expected, and helping followers to clearly understand what they will receive, or avoid, if they fulfill those expectations.
These types of leaders are power wielders. To wield means to have power “over” someone or some process. Power-over means directing, regulating, managing and controlling people using influence and authority.
Subordinates, when controlled by a transactional boss, expect to get promotions, raises or positive reinforcement if they do well, and criticism and sanctions if they do not do well.
Transactional leadership
management can be conducted according to economic exchange theory
the ‘rationale man’ is largely motivated by money, rewards, and punishment avoidance, making people’s behaviour very predictable. ◦ If rewarded, people are more likely to repeat the
effort in the future; if punished, they will avoid it. the leader can influence people’s behaviour by
exchanging the latter’s work for wages or non-cash incentives (i.e., intangible rewards like appreciation, recognition, a voice (feel empowered))
Assumptions of Transactional Leadership theory
social systems work best with a clear chain of command; people agree to cede all authority to the manager/leader
prime purpose of subordinates (followers) is to do what the manager says to do, or else... (threats)
even if punishments are not mentioned, they are understood to be there (implied)
focus of leader’s behaviour is short-term in nature, and intent on the bottom line, maximizing efficiency, and improving profits
ignores the more complex emotional and social contextual factors
Assumptions of Transactional Leadership theory
job grading, job classifications, and job descriptions
performance appraisals performance-related pay (rewards
and incentives for meeting results); workers expect perks, special treatment, bonuses and merit awards for ‘hard work’
people are expected to follow rather than take initiative; they are punished or corrected if they deviate from the plan or accepted standards
When we see it in action, we see:
management by objective (MBO) (based on assumption of scarcity: set objectives, time lines, criteria for monitoring progress, deliverables, indicators of success)
heavy focus on the bottom line); goal is to maximize profits or stay within budget
short-term oriented goals high value on maximizing
efficiency and on competition
When we see it in action, we see:
lots of power plays and office politics (and back stabbing and ‘sucking up’)
confrontations possibility of immoral and unethical
demands on people everyone out for themselves (self-
interest); competitive (dog-eat-dog); feels like perpetual contest, battle or controversy
people avoid taking risks (smothers innovation); creativity is stifled and discouraged, leading to frustration and simmering or outright anger
Evidence of transactional gone bad!
low trust and lots of suspicion people do not feel valued; feel
like they are held back, and cannot get ahead
only do something because they have to (smothers initiative)
fear, anxiety and stress over not being able to meet the manager’s expectations
lots of secrecy and tension lots of people taking sick-leave,
mental health days, stress-leave, and quitting
Evidence of transactional gone bad
To transform means to bring about a radical change in something, someone or someplace (in contrast, transact produces incremental change).
Radical is Latin for rāadīicāalis and means ‘arising from or getting at the root.’
Radical also means holding views that deviate fundamentally (at the core) from tradition, custom, convention or the usual status quo.
Transform
people will follow someone who inspires them followers can be trusted to be left alone in a space
where they can breathe and grow a person with a vision and passion can achieve great
things over a long span of time (the vision and passion sustain them)
the best way to ‘get things done’ is to inject enthusiasm and energy into followers and to model the desired behaviour so others can see it in action
if a leader unswervingly commits to a cause, people will stay engaged and will follow, even through the dark times
it is assumed that followers will be transformed if they follow the transformative leader
Assumptions of Transformational Leadership theory
if people do not believe they can succeed (if not continually bolstered by the leader), their efforts to achieve the vision will slack off
the route forward will not always be obvious (how to get there) but the direction will always be known and repeatedly articulated (where headed)
there may not be sufficient details, but the leader knows this and engages in course corrections as s/he accepts failures and expects blind canyons (counts on followers’ creativity); as long as progress is being made (moving towards the vision and followers are being transformed), the leader is happy.◦ Compelling question for another time is how do transformative
leaders define success?
Assumptions of Transformational Leadership theory
articulating a powerful change agenda that will take years to achieve
getting people to change inside and then embrace this new agenda
accepting the idea of power through people’s potential and energy
grounding people in a moral and ethical dimension
striving for others to exceed even their own expectations, to reach their fullest potential
challenging the status quo, paradigms and existing protocol
Transformative leadership involves:
create structures that help bring people together; link like-minded people
establish problem-posing and problem- solving infrastructures
create collaborative relationships and networks
see change as necessary rather than an obstacle, thereby lessening people’s need for stability, order and predictability; chaos is order emerging, just not predictably
How do transformative change agents go about their work?
focus on daily realities of people rather than just their work reality (value people’s context)
project composure and confidence so others will join them, or at least listen to their ideas
find opportunities for peoples’ self-learning/insights
be patient with failures; celebrate progress
learn how to break bottlenecks (learn non-violent, democratic, peaceful approaches)
share information and insights so it becomes in-formation, created together
How do transformative change agents go about doing their work?
be consistent - stand for something and stick with it!
present and hold onto the long-term big picture, the future they envision
appreciate that the learning curve is steep and the process is complex
learn to be assertive - speak for them self while not stepping on other people’s toes; respect others’ boundaries and rights while protecting own boundaries and rights
How do transformative leaders go about doing their work? fini
Transformative leaders make themselves unnecessary.
They devote themselves to their cause, while also seeking to build a movement that enables a growing number of people to effectively participate in promoting the values and beliefs shaping the cause.
Eventually, the promotion of the cause does not depend on one person – the vision can be sustained!
In a nut shell…
Leaders appeal to others’ higher level of morality, ethics and values (rather than just profit, efficiency, and rewards)
People come to enlarge their vision, and clarify their purpose (i.e., they practice ‘on purpose’)
Leaders communicate with people and not to people
The work or practice culture is changed by introducing new beliefs and reasons for working (strive for meaningful results instead of just measurable results)
What transformational looks like…
People do things because it is right or good (sustains their actions) rather than because it is popular, an acceptable practice, the established wisdom at the time, or because they are told to
Transformational changes how group members define their roles, which are now developed in context rather than imposed by a third party
Once people’s beliefs are changed, the transformative leader helps people change their behaviour so it is in agreement with the agenda; that is, in agreement with the leader’s vision, beliefs, values, purpose
What transformational looks like… fini
Evocative◦ Bold, fresh, visionary, compelling, edgy
Catalytic◦ Tipping point, wave of change, spark, combustion,
unplanned disruptions Forward motion
◦ Energy, determined, courageous, action-oriented, inspirational
Optimistic◦ Toward and not against, hope (connection to the
future), hold a candle in dark places, ripples, waves Real
◦ Everyday people leading change that matters to them, authentic, risk laden, messy, fear-laden (part of reality)
Made whole◦ Sense of connectedness, centered, restorative,
fertile, web and networks
More on what it looks like (David, 2012):
Initially, people hear the transformative leader’s agenda with skepticism because the agenda is SO ambitious, difficult and uncommon, and it will take so long to get there (if at all!).
Then, people rise above this uncertainty because the transformative leader is so convincing; they catch the bug!
People become energized, inspired and drawn to a cause that resonates with their humanness, and their deep moral and ethical concerns.
As well, people become connected to like-minded people. Their collective energy sustains the long journey towards a valued, desired, and meaningful outcome or future.
Why it can take years…
Because control shifts from being espoused by the leader to being internalized by the person, people do things because they want to not because they have to or are told to (more likely to stick with it).
This personal ownership of the change that the transformative leader is calling for means people willingly and passionately work for that vision, emulating the leader.
People eventually give up having to know everything (no longer need to be the expert) and will hunger for the insights and input from others.
They will be willing to unlearn, relearn and remain lifelong learners
Why shift occurs within people:
Click icon to add picture
Transformational leaders are trying to effect change in society, workplaces and institutions
The role of change agent is not appropriate in every situation and not all home economists will be comfortable with the role.
AND... if you do not see yourself as a change agent, you will not be one, at least not intentionally.
Caveat: Change Agent
Transformative leaders help others unearth, unpack, and examine underlying issues (ethical and ideological) so they can challenge the status quo.
They help raise people’s consciousness (awareness) of issues of consequence, and help them see what might be holding them back from embracing the vision.
Part of changing belief systems involves letting go of old, tried-and-true ways by rethinking ideas from fresh perspectives.
Typically, belief systems are interjected from outside sources, unconsciously accepted, and then integrated into a person’s belief structure, and then manifested in daily life and practice.
With transformative leadership, transformative beliefs are consciously internalized, intentionally woven into one’s belief structure, and purposively manifested in daily life and practice.
A bit about belief systems and changing world views
We each have a worldview that informs our practice and sometimes it prevents us from learning new things.
Said another way, we each have mind viruses that have entrenched themselves into our psyche.
The spores of the virus work hard in our heads by pushing buttons, reinforcing stereotypes, and entrenching biases, making it very hard to unlearn so we can learn new things; that is, see the world differently and embrace a new vision.
The challenge of Mind Viruses (world views)
getting angry when reading something that does not resonate with what you think is true
getting angry when listening to ideas or suggestions that unsettle you
getting confused with new information or directions from others on how and why to do something
seeking distractions from the event or idea that is making you uncomfortable
feeling that work/life lacks meaning feeling that life is less focused than before feeling like something is wrong but just cannot put
your finger on it
Symptoms of a mind virus working hard to protect its territory, so things cannot be stolen away (protect that comfortable, familiar world view):
After reading Banaji and Greenwald’s book “Blind Spot,” Melinda Henneberger called cognitive biases “mental stowaways”
She called worldviews and biases ‘mind bugs’!
She said these bugs, these biases, take root in our brains, and color everything.
They ‘tug’ people to prefer one thing over another, leading to anti or pro views and preferential or harmful treatment of others.
Holding a bias (being infected with the bug) does not mean people act on it; BUT, the stronger the bias (the deeper the bug has dug in), the more likely people are to act on the influence of the bug (the bias).
These bugs burrow into our brains and it is VERY hard to dislodge them. BUT being aware of cognitive biases (worldviews shaping the status quo) at least helps people work around them and make more informed decisions and judgements.
When a person feels resistance when asked to do something, this usually means that the mind virus is working hard.
But... these viral mental defenses can be understood for what they are - natural, normal reactions to changes in the status quo that is currently working for you.
The next step may be to purge the mental virus that no longer serves your purpose in life (and no, you do not throw people away when you purge)
Acknowledge the resistance
read widely about paradigm shifts
write your thoughts down (be reflective)
talk with like-minded people (dialogue)
talk with people who have experienced a disorienting change in their life (a personal transformation)
remain open minded to make room for new ideas
Steps to purge a mind virus (worldview) so transformative leader’s vision can be embraced:
knows who she is and what she believes (self-knowledge)
is aware of her own biases (inclinations toward something that inhibit judgement) that create prejudices, which may result in uncritical acceptance of status quo
is aware of the assumptions she brings to a situation, and can articulate ideologies and paradigms that inform things she would otherwise take for granted
On a personal level, a transformative change agent:
understands why she values things (especially her guiding principles)
understands why she brings certain expectations of people to a situation
is conscious of how she and others are framing issues (this affects what gets presented as a problem, and how)
is comfortable holding herself and others accountable for actions
On a personal level, a transformative change agent:
Transformative leaders know who they are and what they need to do!
influence by serving as role models of the ideal (they are models of excellence). When done well, followers will trust and respect them and want to emulate them and internalize their ideals (ideas and visions).
This entails:◦instilling pride, trust, mutual interest, common-
good interest, respect, power and confidence; and,◦talking about values and beliefs, the importance of
having a strong purpose, the moral and ethical consequences of decisions, and the importance of a collective sense of mission.
They need to…
motivate (provide incentive and stimulate followers’ interest) by clearly articulating their vision in such a way that followers ‘catch the passion’ and want to fulfil goals to reach that future.
They talk optimistically about the future, enthusiastically about what needs to be accomplished, and express confidence that the goals can be (should be) achieved.
They need to…
Engage in intellectual stimulation. They simultaneously challenge the status quo and
underlying assumptions while stimulating followers to explore creative new ways to do things so that the status quo can be changed.
Change cannot occur unless the status of the current situation is transformed. Followers need to engage with differing perspectives and viewpoints so creative problem posing and solving can happen, due to being intellectually stimulated.
They need to…
Act as a coach and mentor. They help followers strive for higher levels of potential
and actualization. They provide new learning opportunities in a supportive climate to ensure that followers can achieve personal transformation.
They give due consideration to the needs of individual followers by spending time with them, listening to them, and valuing their respective needs vis--vis achieving the vision.
They do this because they believe that it is the diversity of the team that makes it strong.
And… they need to
Source: Transformative Leadership Coaching and Consulting http://www.tlcc.biz/Transformational%20Behaviors%20Model%20ShapeSmall.jpg
are willing to stand in the center and amass ideas and energy around them.
They are pioneers who pave the way for others to make the journey with them.
They value fellowship (companionship), with some people having more responsibilities than others, but with everyone learning together to achieve the vision.
They are courageous, creative deviants, not rabble rousers, who ◦ challenge the status quo; and,◦ help others become energized, focused and
sustainable agents of change.
Final note… in the face of resistance and pushback, transformative leaders
Transformational leaders inspire people to do more and to persevere even during the hard times!!
Avolio, B. J. (2011). Full range leadership development. Thousand Oaks, CA: Sage.
Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72(4), 441-462.
Bass, B. M. (1985). Leadership and performance beyond expectation. New York, NY: Free Press.
Bass, B. M., & Avolio, B. J. (Eds.). (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.
Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire. Menlo Park, CA: Mind Garden.
Burns, J. M. (1978). Leadership. New York, NY: Harper & Row. David, T. (2012). Transformative leadership in practice. San Francisco, CA:
The Compton Foundation. Retrieved from http://www.comptonfoundation.org/wp-content/uploads/2012/09/Transformative-Leadership-in-Practice.pdf
McGregor, S. L. T. (2006). Transformative practice. East Lansing, MI: Kappa Omicron Nu.
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