Title: Transformational Leadership
1Transformational Leadership
- Presented By Marcos Pavlovich, Brad Harr, Diego
Iglesias, Chris Chandley
2Outline
- Transformational Leadership
- Who Developed Transformational Leadership
- Transformational Leaders
- The Transformational and Transactional Leadership
Model - Full Range Model
- How to Apply Transformational Leadership
- Personality and Transformational Leadership
- Transformational Leadership Vs other types of
Leadership Styles - The Big Five
- Strengths and Weaknesses of Transformational
Leadership - Multi factor Leadership Questionnaire
3- What is Transformational Leadership?
4Transformational Leadership
- People will follow a person who inspires them.
- A person with vision and passion can achieve
great things. - The way to get things done is by injecting
enthusiasm and energy.
(Jan Stewart, 2006, Colonel M. Homrig, 2001)
5Transformational Theorists
- James Burns
- Architect of Transformational Leadership
- Presidential Biographer
- Scholar at Burns Academy of Leadership
- Bernard Bass
- Transformational Transactional Leadership Model
- Full Range Model
- Multifactor Leadership Questionnaire
(Jan Stewart, 2006, Colonel M. Homrig, 2001)
6James McGregor Burns
- Specializes in the study of leadership in
American political life - His book, Leadership(1978), is still considered
by many, the seminal work in the field of
leadership studies. - In this book, he introduced the concepts of
transactional and transformational leadership
(Jan Stewart, 2006, Colonel M. Homrig, 2001)
7James McGregor Burns
- I define leadership as leaders inducing
followers to act for certain goals that represent
the values and the motivations-the wants and
needs, the aspirations and expectations-of both
leaders and followers. -
- Leadership must be aligned with a collective
purpose and effective leaders must be judged by
their ability to make social changes.
(Jan Stewart, 2006, Colonel M. Homrig, 2001)
8James McGregor Burns
- Transactional Leadership is based on a
transaction or exchange of something of value the
leader possesses or controls that the follower
wants in return for his/her services. - The relations of most leaders and followers are
transactional-leaders approach followers with an
eye to exchanging one thing for another
(Jan Stewart, 2006, Colonel M. Homrig, 2001)
9James McGregor Burns
- Transformational Leadership goes beyond
transactional leadership. - Transformational leadership occurs when one or
more persons engage with others in such a way
that leaders and followers raise one another to
higher levels of motivation and morality.
(Jan Stewart, 2006, Colonel M. Homrig, 2001)
10Transformational Leaders
- Intellectual Leaders
- Highly concerned about values and purposes
- Combination of an Analyst and a moralist
- Transform society by raising social consciousness
- Reformer Leaders
- Require a large number of followers
- Reformers try to improve different aspects of
society at a time
(Jan Stewart, 2006, Colonel M. Homrig, 2001)
11Transformational leaders (cont.)
- Revolutionary Leaders
- Ask followers for the ultimate sacrifice
- Revolutionaries try to change society as a whole
- Charismatic (hero)
- The ultimate form of transformational leader
- Viewed as a Hero by its followers
- Moses
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
12Bernard Bass Transformational Leadership Theory
- Bass (1985) new version of transformational
leadership - More attention to follower needs
- Transactional and transformational leadership as
a single continuum - Transformational Leaders motivates followers to
do more than expected by - Raising followers levels of consciousness
- Getting followers to transcend their own
self-interest - Moving followers to address high level needs
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
13The Transformational and Transactional Leadership
Model Factors
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
14The Transformational and Transactional Leadership
Model (Cont.)
- Factor 1 Idealized Influence
- Demonstrate an inclusive vision
- High standards of moral and ethical conduct
- Respected by followers
- Exhibit great commitment and persistence in
pursuing objectives - Develop trust and confidence among employees
- I believe that this is truly the right thing to
do
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
15The Transformational and Transactional Leadership
Model (Cont.)
- Factor 2 Inspirational
- Communicate high expectations to followers
- Inspire others to perform
- Create a strong sense of purpose among employees
- Align individual and organizational needs
- If we focus on what this organization stands for
we can achieve whatever we decide
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
16The Transformational and Transactional Leadership
Model (Cont.)
- Factor 3 Intellectual Motivation
- Stimulate followers to be creative and innovative
- Support new approaches to deal with
organizational issues - Willing to take risk for potential gains and
encourage the followers not to think like him/her - If we change our assumption, then
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
17The Transformational and Transactional Leadership
Model (Cont.)
- Factor 4 Individualized Consideration
- Is an active listener
- Make interpersonal connections with followers
- Act as a coach and adviser
- Promote self development
- I care about you and am looking out for your
best interest
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
18The Transformational and Transactional Leadership
Model (Cont.)
- Factor 5 Contingent Reward
- Recognize what needs to be accomplished
- Try to obtain agreement from followers
- Exchange process effort for specified rewards
- Arrange to provide the resources needed by
followers to accomplish their objectives - If you do as we agreed, youll get the reward
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
19The Transformational and Transactional Leadership
Model (Cont)
- Factor 6 Management by Exception
- Involves corrective criticism, negative feedback
and negative reinforcement - Active Form
- Arranges to know if something has gone wrong
- Attends to mistake and deviation
- Remains alert for infractions of the rules
- Passive form
- Takes no action unless a problem arises
- Avoids unnecessary changes
- Refuses to take sides in a dispute
- Shows lack of interest
- Uh oh, here he/she comes again
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
20The Transformational and Transactional Leadership
Model (Cont.)
- Factor 7 Laissez-Faire
- Hands off let things ride approach
- Avoid making decisions
- Abdicate responsibility
- Gives no feedback
- Show lack of interest
- Do not emphasis results
- That leader doesnt care if we do or if we dont
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
21Full Range Leadership Model
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
22How Does the Transformational Approach Works
- General steps followed by transformational
leaders - Empower followers and nurture them in change
- Become strong models for their followers
- Create a vision for the organization
- Act as a change agent for new direction within
organizations - Become social architects
(Peter G. Northhouse, 2004)
23Transformational Leadership Applications
- There is not a set of assumptions about leaders
should act in particular situations - Provides a general way of thinking
- It can be taught to individuals at all levels
- It can be used in recruitment, selection, and
promotion, and training and development - It can be used in improving team development,
decision making groups, quality initiatives, and
reorganization
(Peter G. Northhouse, 2004)
24Transformational Leadership vs. Charismatic
Leadership
- Charismatic Leadership
- Charismatic leaders typically have a compelling
vision or sense of purpose, effectively
communicate that vision, are consistent and
focused, highly confident, and know their own
strengths and weaknesses. Accordingly, they
capitalize on their strengths. (2) One major
question of the Charismatic Leadership theory is
Are charismatic leaders born or could they be
trained? Most theorists would argue that leaders
can learn to be charismatic. (Bromely
Kirschner-Bromely, 2007)
(Peter G. Northhouse, 2004)
25Transformational Leadership vs. Charismatic
Leadership (Cont.)
- Charismatic Leadership founded by Robert J. House
(1976) - A Transformational Leader can be charismatic
- Strong Role Models
- Competency
- Goals
- High Expectations
- Task-Relevant Motives
-
(Peter G. Northhouse, 2004)
26Transformational Leadership vs. Situational
Leadership
- Situational Leadership
- Situational leadership theory (SLT) asserts that
there is no one best style of leadership or way
to influence people. The leader needs to respond
to the situation with appropriate task and
relationship behavior based on followers'
readiness and this (defined as ability and
willingness) interaction determines the leader's
effectiveness (Hersey, 1988). In other words, as
the level of followers' readiness changes, the
amount of leader task and relation behavior
should also change to match that level.
(McLaurin, 2006)
(Blanchard Hersey, 1996)
27Transformational Leadership vs. Situational
Leadership (Cont.)
- Situational Leadership founded by Hersey
Blanchard (1969) - Four Main Leadership Styles
- Revisions to Situational Leadership
(Blanchard Hersey, 1996)
28Transformational Leadership vs. Servant Leadership
- Servant Leadership
- In Servant Leadership, Robert Greenleaf (1991)
introduces the concept of the leader as servant,
an idea he credits to his reading of Herman
Hesse's Journey to the East. The premise of the
story is a mythical journey, sponsored by an
Order. The central character is Leo, a man who
accompanies the travelers and does their menial
chores. Leo also provides moral support for the
travelers with his spirit and his song. Although
he is a servant, his presence is extraordinary,
and his contribution to the journey extends well
beyond the menial tasks he performs. This becomes
evident when Leo disappears, the travelers fall
into chaos, and the journey is terminated.
(Vargus Hanlon, 2007)
(Cunningham, 2004, Alliance for, n.d)
29Transformational Leadership vs. Servant
Leadership (Cont.)
- Guiding Principals of Servant Leadership (As
defined by the Indiana State University Alliance
for Servant Leadership (ASL)) - Agreeableness
- Transformation
- Personal Growth
- Enabling Environments
- Service
- Trusting Relationships
- Creating Commitment
- Community-Building
- Nurturing the Spirit
(Cunningham, 2004, Alliance for, n.d)
30Personality and Transformational Leadership
- Five Factor Model of Personality
- Extraversion
- Agreeableness
- Conscientiousness
- Emotional Adjustment (opposite-Neuroticism)
- Openness to Experience
Bono, T.A., 2000
31The Big Five (characteristics)
- Extraversion
- Outgoing , active, excitement seeking
- Strongly predisposed to experience positive
emotions. - Agreeableness
- Kind, gentle, trusting, and trustworthy
- Conscientiousness
- Responsible, dependable, achiever
Bono, T.A., 2000
32The Big Five (characteristics)
- Emotional Adjustment
- Often labeled by its opposite Neuroticism
- Anxious, fearful, depressed, and moody
- Openness to Experience
- Creative, imaginative, perceptive, and thoughtful
- Strongly related to intelligence
Bono, T.A., 2000
33The Big Five and Transformational Leadership
- At first glance
- Extraversion
- Positively related to Transformational Leadership
- Agreeableness
- Positively related to Transformational Leadership
- Consciousness
- No hypothesis
Bono, T.A., 2000
34The Big Five and Transformational Leadership
- At first glance
- Neuroticism
- Negatively related to transformational leadership
- Openness to Experience
- Positively related to transformational leadership
Bono, T.A., 2000
35The Research
- 456 participants from community leadership
programs (i.e. Chamber of Commerce programs) - 3 surveys
- Supervisor, participant , subordinates
- 48 returned the surveys
- 84 of these received supervisor surveys
- 88 of these had at least one subordinate
Bono, T.A., 2000
36The Results
- Agreeableness and Extraversion showed
significant relationship with transformational
leadership - The relationship between Openness to experience,
Consciousness, and Neuroticism was not
significant.
Bono, T.A., 2000
37Research Limitations/bias
- Subordinate ratings
- Ratings and outcome variances
- In some cases, leaders selected which subordinate
to complete the survey
Bono, T.A., 2000
38Transformational Leadership Strengths Weaknesses
- Strengths
- Widely Researched
- Intuitive Appeal
- Process occurring between followers and leaders
- Broad View of Leadership
- Strong Emphasis on Followers Needs, Values
Morals
(Peter G. Northhouse, 2004)
39Transformational Leadership Strengths and
Weaknesses
- Weaknesses
- Lacks Conceptual Clarity
- Transformational Leadership Measurements
- Treats Leadership as a Personality Trait
- Elitist and Antidemocratic
- Based Primarily on Qualitative Data
- Potential for Abuse
(Peter G. Northhouse, 2004)
40Multifactor Leadership Questionnaire (MLQ)
- Determines leaders particular strengths and
weaknesses in transformational leadership - Measures followers perception of a leaders
behavior for each of the 7 factors - Pinpoints areas in which individuals could
improve their leadership
(Peter G. Northhouse, 2004)
41MLQ-6S
- Scoring
- Measures your leadership on 7 factors related to
transformational leadership - The score for each factor is determined by
summing 3 specified items of the questionnaire - Score range
- HIGH9-12
- Moderate5-8
- Low0-4
(Peter G. Northhouse, 2004)
42 QUESTIONS?
43Works Cited
- Bono, T. A. (2000). Five Factor Model of
Personality and Transformational Leadership.
Journal of Applied Pyschology , 751 - 765. - Burns, J. M. (1978). Leadership. New York Harper
Row. - Homrig, C. M. (2001, December 21).
Transformational Leadership. Retrieved Dec 27,
2008, from United States Air Force
http//leadership.au.af.mil/documents/homrig/htm - John E Barbuto, J. (2007). Full Range Leadership.
The University of Nebraska, Lincoln . - Kirkbride, P. (2006). Developing Transformational
Leadersthe full range leadership model in
action. Industrial and Commercial Training , 23. - Northhouse, P. G. (2004). Leadership Theory
Practice. SAGE Publications. - Stewart, J. (2006). Transformational Leadership
An Evolving Concept examined thru the work of
Burns, Bass, Avolio, Leithwood. Canadian
Journal of the Educational Administration and
Policy
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