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Ch12 Transformational .Rev

Transformational leadership is a process that changes and transforms individuals. It involves exceptional influence that motivates followers to do more than expected by focusing on emotions, values, ethics and shared goals. Transformational leaders stimulate change by acting as role models and creating a vision that inspires followers. They empower followers and foster collaboration to achieve significant organizational changes. While widely researched and intuitively appealing, transformational leadership lacks some clarity and could be abused, but generally provides an effective leadership approach when applied appropriately.

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62 views21 pages

Ch12 Transformational .Rev

Transformational leadership is a process that changes and transforms individuals. It involves exceptional influence that motivates followers to do more than expected by focusing on emotions, values, ethics and shared goals. Transformational leaders stimulate change by acting as role models and creating a vision that inspires followers. They empower followers and foster collaboration to achieve significant organizational changes. While widely researched and intuitively appealing, transformational leadership lacks some clarity and could be abused, but generally provides an effective leadership approach when applied appropriately.

Uploaded by

Heba Elzeer
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Leadership

Chapter 9 –
Transformational Leadership

Northouse, 5th edition


Transformational Leadership

Description

 Process - TL is a process that changes and transforms individuals

 Influence - TL involves an exceptional form of influence that moves


followers to accomplish more than what is usually expected

 Core elements - TL is concerned with emotions, values, ethics,


standards, and long-term goals

 Encompassing approach – TL describes a wide range of leadership


influence where followers and leaders are bound together in
the transformation process
Types of Leadership Defined
Burns (1978)
Focuses on the Process of
exchanges engaging with others
that occur to create a
between leaders connection that
and their increases
followers motivation and
morality in both the
leader and the
TRANSACTIONAL follower

TRANSFORMATIONAL
Types of Leadership Defined
Burns (1978)

 
Focuses on the
exchanges
that occur
                                      

between leaders
and their followers
- No new taxes = votes.
- Sell more cars = bonus.
- Turn in assignments =
grade.
- Surpass goals = promotion.
…

The exchange dimension is


TRANSACTIONAL so common that you can
observe it at all walks of life.
Types of Leadership Defined
Burns (1978)

                                        

Mohandas Gandhi – raised


Process of
engaging with others
to create a connection
that increases
motivation
the hopes and demands of
millions of his people and in and morality in both the
the process was changed leader and the follower
himself

TRANSFORMATIONAL
Transformational Leadership
& Charisma
Definition

 Charisma - A special personality characteristic that


gives a person superhuman or exceptional powers and
results in the person being treated as a leader (Weber,
1947)

 Charismatic Leadership Theory (House, 1976)


– Charismatic leaders act in unique ways that have
specific charismatic effects on their followers
Theory of Charismatic Leadership (House,
1976)
Theory of Charismatic Leadership
(Shamir, House, & Arthur, 1993)
Later Studies

Charismatic Leadership –
– Transforms follower’s self-concepts; tries to link identity
of followers to collective identity of the organization
 Forge this link by emphasizing intrinsic rewards &
de-emphasizing extrinsic rewards
 Throughout process leaders
• Express high expectations for followers
• help followers gain sense of self-confidence and
self-efficacy
Model of Transformational Leadership
Bass (1985)
 Transformational Leadership Model
– Expanded and refined version of work done by Burns
and House. It included:
 More attention to followers’ rather than leader’s needs
 Suggested TL could apply to outcomes that were not
positive
 Described transactional and transformational
leadership as a continuum
– Extended House’s work by:
• Giving more attention to emotional elements & origins of
charisma
• Suggested charisma is a necessary but not sufficient
condition for TL
Model of Transformational Leadership
Bass (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
Transformational Leadership Factors

Leaders who exhibit TL:


 have a strong set of internal values & ideals
 are effective in motivating followers to support
greater good over self-interest
Transformational Leadership Factors
The 4 “I”s
 Idealized Influence
- Acting as strong role models
- High standards of moral and ethical conduct
- Making others want to follow the leader’s vision

 Inspirational Motivation
- Communicating high expectations
- Inspiring followers to commitment and engagement in shared
vision
- Using symbols & emotional appeals to focus group members to
achieve more than self-interest
Transformational Leadership Factors
The 4 “I”s
 Intellectual Stimulation
- Stimulating followers to be creative and innovative
- Challenging their own beliefs and valuing those of leader and
organization
- Supporting followers to
– try new approaches
– develop innovative ways of dealing with organization issues

 Individualized Consideration
- Listening carefully to the needs of followers
- Acting as coaches to assist followers in becoming fully actualized
- Helping followers grow through personal challenges
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
Nonleadership Factor

Laissez-Faire

 The absence of leadership


 A hands-off, let-things-ride approach
 Refers to a leader who
– abdicates responsibility
– delays decisions
– gives no feedback, and
– makes little effort to help followers satisfy their
needs
Additive Effect of
Transformational Leadership
Bennis & Nanus (1985)
 Four Leader Strategies in Transforming
Organizations
 Clear vision of organization’s future state
 TL’s social architect of organization
 Create trust by making their position known and
standing by it
 Creatively deploy themselves through positive self-
regard
Transformational Leadership
Focus of Transformational
Overall Scope
Leaders

 TLs empower and develop  Describes how leaders


followers can initiate, develop,
 TLs stimulate change by and carry out
becoming strong role
models for followers significant changes in
 TLs commonly create a organizations
vision
 TLs require leaders to
become social architects
 TLs build trust & foster
collaboration
Strengths
 Broadly researched. TL has been widely researched,
including a large body of qualitative research centering on
prominent leaders and CEOs in major firms.
 Intuitive appeal. People are attracted to TL because it
makes sense to them.
 Process-focused. TL treats leadership as a process
occurring between followers and leaders.
 Expansive leadership view. TL provides a broader view of
leadership that augments other leadership models.
 Emphasizes follower. TL emphasizes followers’ needs,
values, and morals.
 Effectiveness. Evidence supports that TL is an effective
form of leadership.
Criticisms
 Lacks conceptual clarity
– 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 or
predisposition than a behavior that can be taught
 TL is elitist and antidemocratic
 Suffers from heroic leadership bias
 TL is based primarily on qualitative data
 Has the potential to be abused
Application
 Provides a general way of thinking about
leadership that stresses ideals, inspiration,
innovations, and individual concerns
 Can be taught to individuals at all levels of the
organization
 Able to positively impact a firm’s performance
 May be used as a tool in recruitment,
selection, promotion, and training
development
 Can be used to improve team development,
decision-making groups, quality initiatives,
and reorganizations
 The MLQ helps leaders to target areas of
leadership improvement

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