Transformational Leadership

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Transformational Leadership

• Presented By Marcos Pavlovich, Brad Harr, Diego
  Iglesias, Chris Chandley

2
Outline

• 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

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• What is Transformational Leadership?

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Transformational 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)
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Transformational 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)
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James 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)
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James 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)
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James 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)
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James 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)
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Transformational 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)
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Transformational 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
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Bernard 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
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The Transformational and Transactional Leadership
Model Factors

(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
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The 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
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The 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
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The 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
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The 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
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The 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
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The 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
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The 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
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Full Range Leadership Model
(Peter G. Northhouse,2004, Paul Kirkbride,2006,
John E. Barbuto Jr Lance L. Cummins,2007
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How 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)
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Transformational 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)
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Transformational 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)
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Transformational 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)
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Transformational 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)
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Transformational Leadership vs. Situational
Leadership (Cont.)

• Situational Leadership founded by Hersey
  Blanchard (1969)
• Four Main Leadership Styles
• Revisions to Situational Leadership

(Blanchard Hersey, 1996)
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Transformational 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)
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Transformational 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)
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Personality and Transformational Leadership

• Five Factor Model of Personality
• Extraversion
• Agreeableness
• Conscientiousness
• Emotional Adjustment (opposite-Neuroticism)
• Openness to Experience

Bono, T.A., 2000
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The 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
32
The 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
33
The 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
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The 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
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The 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
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The 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
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Research Limitations/bias

• Subordinate ratings
• Ratings and outcome variances
• In some cases, leaders selected which subordinate
  to complete the survey

Bono, T.A., 2000
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Transformational 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)
39
Transformational 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)
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Multifactor 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)
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MLQ-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)
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QUESTIONS?
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Works 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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Works Cited

• Bromley, Howard R., and Victoria A.
  Kirschner-Bromley. "Are you a transformational
  leader?(Leadership)(Author abstract)." Physician
  Executive 33.6 (Nov-Dec 2007) 54(4). Academic
  OneFile. Gale. East Tennessee State Univ
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  ezproxy.etsu.edu2048/itx/start.do?prodIdAONEgt.
• McLaurin, J. Reagan. "The role of situation in
  the leadership process a review and
  application.(Manuscripts)." Academy of Strategic
  Management Journal 5 (Annual 2006) 97(18). Academ
  ic OneFile. Gale. East Tennessee State Univ
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• Vargas, Pamela A., and Jim Hanlon. "Celebrating a
  profession the servant leadership
  perspective.(Reflections)." Journal of Research
  Administration 38.1 (Spring 2007) 45(5). Academic
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  ezproxy.etsu.edu2048/itx/start.do?prodIdAONEgt.
• Blanchard, Kenneth H., and Paul Hersey. "Great
  ideas revisited." Training Development 50.n1 (Ja
  n 1996) 42(6). Academic OneFile. Gale. East
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• Cunningham, Robert. "Servant leadership--an
  introduction." Global Virtue Ethics
  Review 5.3-4 (July 2004) 2(5). Academic
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