Transformational Leadership(a)

8/10/2019 Transformational Leadership(a)

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Transformational Leadership


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Description

Core elements- TL is concerned with emotions, values, ethics, standards, and

long-term goals includes assessing followers motives, satisfying their

needs, and treating them as full human beings

Encompassing approachTL

describes a wide range of leadership influence Specific: one-to-one with followers

Broad: whole organizations or entire cultures

follower(s) and leader are inextricably bound together in

the transformation process


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Types of Leadership Defined

James McGregor Burns (1978)


Emphasized the difference between sources of authority includes raising the level of morality in others

Two types of leadership

Transactionalcontractual management

Transformational ( tr ans f o r m ing )

occurs when one or morepersons engage with others in such a way that leaders and

followers raise one another to higher levels of motivation and

morality (1978)

Pseudotransformationalpersonalized leadership


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Burns (1978)

Focuses on the

exchanges

that occur

between leadersand their followers

TRANSACTIONAL

Process of

engaging with others

to create a connectionthat increases

motivation

and morality

in both the leader and

the follower

TRANSFORMATIONAL

Focuses on the

leaders

own interestsrather than the

interests of their

followers

PSEUDOTRANSFORMATIONAL


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Burns (1978)

Focuses on the

leaders

own interests

rather thanthe interests of

their followers

PSEUDOTRANSFORMATIONAL

Leaders who are

transforming but in a

negative way

self-consumed,

exploitive, power-oriented,with warped moral values

includes leaders like

Adolph Hitler Saddam Hussein


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Burns (1978)

Process of


to create a connection

that increasesmotivation

and morality in both the

leader and the follower

TRANSFORMATIONAL

Leader is attentive to the

needs and motives of followers

and tries to help followers reach

their fullest potential.

Mohandas Gandhiraised the

hopes and demands of millions

of his people and in the process

was changed himself


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Burns (1978)

Process of


to create a connectionthat increases motivation

and morality in both the

leader and the follower

Leader is attentive to the needs and motives of

followers and tries to help followers reach their

fullest potential.

Org. example- A manager attempts

to change his/her companyscorporate values to reflect a more

humane standard of fairness &

justiceIn the process both

manager & followers may emerge

with a stronger & higher set ofmoral values

TRANSFORMATIONAL


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Model of Transformational LeadershipBass (1985)

Transformational Leadership Model Expanded and refined version of work done by Burns and

House.It included:

More attention to followers rather than leaders needs

Suggested TL could apply to outcomes that were notpositive

Described transactional and transformationalleadership as a continuum

Extended Houses work by: Giving more attention to emotional elements & origins of

charisma

Suggested charisma is a necessary but not sufficient conditionfor TL


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Model of Transformational LeadershipBass (1985)

TL motivates followers beyond the expected by:

raising consciousness about the value and importance of specific

and idealized goals

transcending self-interest for the good of the team or

organization

addressing higher-level needs


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Transformational Leadership Factors

Leaders who exhibit TL:

have a strong set of internal values & idealsare effective in motivating followers to support

greater good over self-interest


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Full Range of Leadership Model


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The 4 Is

Idealized Influence

Charisma

Describes leaders who act as strong role modelsfor followers followers identify with leaders and emulate them

Leaders have high standards of ethical and

moral conduct followers deeply respect & trust Ls Ls provide a vision and sense of mission


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The 4 Is

InspirationalMotivation

Leaders who communicate high expectations to

followers inspiring followers through motivation to commitment and engagementin shared vision of the organization

Ls use symbols & emotional appeals to focus group members to

achieve more than self-interest; team spirit promoted


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The 4 Is

Intellectual Stimulation

Stimulates followers to be creative andinnovative

Challenge their own beliefs and values those

of leader and organization

Leader supports followers to try new approaches develop innovative ways of dealing with organization issues


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Transformational Leadership vs.

Transactional Leadership

Transformational leadership

Serves to change the status quo by articulating

to followers the problems in the current system

and a compelling vision of what a neworganization could be

Transactional leadership

Seeks to maintain stability within an organizationthrough regular economic and social exchanges

that achieve specific goals for both the leaders

and their followers


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Transactional Leadership Factors

Transactional Leaders

Leaders do not individualize the needs of

subordinates nor focus on their personal

development

Exchange things of value with subordinates to

further boths agendas


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Transactional Leadership Factors

Contingent Reward

The exchange process between leaders and followers in which effort

by followers is exchanged for specified rewards

Management by Exception

Leadership that involves corrective criticism, negative feedback, and

negative reinforcement

Two forms

Active - Watches follower closely to identify mistakes/rule

violations

Passive- Intervenes only after standards have not been met

or problems have arisen


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Additive Effect of



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Other Transformational Perspectives

Bennis & Nanus (1985)

Four Leader Strategies in Transforming

Organizations Clear vision of organizations future state

TLs social architect of organization

Create trust by making their position known andstanding by it

Creatively deploy themselves through positive self-

regard


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Kouzes & Pozner (1987, 2002)

Model consists of 5 fundamental practices Enable leaders to get extraordinary things

accomplished

Model the Way Exemplary leaders set a personal example for

others by their own behavior

Inspire a Shared Vision Effective leaders inspire visions that challenge

others to transcend the status quo to dosomething for others


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Kouzes & Pozner (1987, 2002)

Model consists of 5 fundamental practices

Challenge the Process

Leaders are like pioneersare willing to innovate, grow, take risks,& improve

Enable Others to Act

Leaders create environments where people can feel good about

their work & how it contributes to greater community Encourage the Heart

Leaders use authentic celebrations & rituals to show appreciation

& encouragement to others


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Focus of Transformational Leaders

TLs empower and nurture followers

TLs stimulate change by becoming strong role models forfollowers

TLs commonly create a vision

TLs require leaders to become social architects

TLs build trust & foster collaboration


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Criticisms Lacks conceptualclarity

Dimensions are not clearly delimited Parameters of TL overlap with similar conceptualizations

of leadership

Measurement questioned

Validity of MLQ not fully established Some transformational factors are not unique solely to

the transformational model

TL treats leadership more as a personality trait orpredisposition than a behaviorthat can be taught

TL is elitistand antidemocratic

Suffers from heroic leadershipbias

TL is based primarily on qualitativedata

Has the potential to be abused


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Transformational Leader

Behaviors and Attributes (cont.)

See themselves as change agents

Are visionaries who have a high level of trust for their

intuition

Are risk-takers, but not reckless

Are capable of articulating a set of core values that tend to

guide their own behavior

Possess exceptional cognitive skills and believe in careful

deliberation before taking action

Believe in people and show sensitivity for their needs

Are flexible and open to learning from experience


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Charismatic versus


Charismatic leaders by nature are transformational, but not

all transformational leaders achieve their transforming results

through the charismatic effects of their personalities

Transformational leaders are similar to charismatic leaders in

that they can articulate a compelling vision of the future and

influence followers by arousing strong emotions in support of

the vision

Transformational leaders can emerge from different levels of

the organization


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Charismatic versus

Transformational Leadership (cont.)

An organization may have many transformational leaders; in

contrast, charismatic leaders are few in number

Charismatic leaders are most likely to emerge in the throes of

a crisis

The response by people to a charismatic or transformational

leader is often highly polarized, but the emotional levels of

resistance toward charismatic leaders are more extreme than

those toward transformational leaders

Both charismatic and transformational leadership always

involve conflict and change


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Creation and articulationof vision

Leader behavior that is directed at findingnew opportunities for the organization;formulating, articulating, and inspiringfollowers with the vision of a better future

Role modeling Setting an example for followers that is

consistent with the organizational valuesand expectations

Fostering a buy in ofteam goals

Behavior aimed at encouraging andbuilding teamwork among followers andcommitment to shared goals

Transformational Leader BehaviorsBehavioral Components Description


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High performance expectations Behavior that conveys theleaders expectations foreveryday excellence and superiorperformance on the part offollowers

Personalized leadermemberexchange

Behavior that indicates that theleader trusts, respects, and hasconfidence in each follower, andis concerned about their personalneeds, not just organizationalneeds

Empowerment Behavior on the part of the leaderthat challenges followers to think

outside of the box and re-examine old ways and methods

Transformational Leader

Behaviors (cont.)Behavioral Components Description

Documents

Transformational Leadership(a)