Transformational Leadership

Chapter 9 - Transformational Theory
Leadership
Chapter 9
Transformational Leadership
Northouse, 4th edition
Overview
Transformational Leadership (TL) Perspective A Model of Transformational Leadership
Transformational Leadership Factors

Full Range of Leadership Model The Additive Effects of TL
Other Transformational Leadership Perspectives

How Does the Transformational Approach Work?
Description
Process - TL is a process that: changes and transforms individuals frequently incorporates charismatic and visionary leadership Influence - TL involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them
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 approach TL
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
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 Transactional contractual management Transformational (transforming) 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 (1978) Pseudotransformational personalized leadership
Types of Leadership Defined Burns (1978)

Focuses on the exchanges that occur between leaders and their followers Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower
Focuses on the leaders own interests rather than the interests of their followers
TRANSACTIONAL
TRANSFORMATIONAL
PSEUDOTRANSFORMATIONAL

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 so common that you can observe it at all walks of life.
TRANSACTIONAL

Focuses on the leaders own interests rather than the interests of their followers 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
PSEUDOTRANSFORMATIONAL

Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower
Mohandas Gandhi raised the hopes and demands of millions of his people and in the process was changed himself
TRANSFORMATIONAL

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 companys corporate values to reflect a more humane standard of fairness & justice In the process both manager & followers may emerge with a stronger & higher set of moral values
Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower
TRANSFORMATIONAL
Transformational Leadership & Charisma

Definition
Charisma - A special personality characteristic that

gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, 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 followers 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 leaders needs Suggested TL could apply to outcomes that were not positive Described transactional and transformational leadership as a continuum Extended Houses 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
Full Range of Leadership Model
Transformational Leadership Factors The 4 Is

Idealized Influence Charisma
Describes leaders who act as strong role models for 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

Inspirational Motivation
Leaders who communicate high expectations to followers

inspiring followers through motivation to commitment and engagement in shared vision of the organization
Ls use symbols & emotional appeals to focus group members to achieve more than self-interest; team spirit promoted

Intellectual Stimulation
Stimulates followers to be creative and innovative 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

Individualized Consideration
Leaders who provide a supportive climate in which they listen carefully to the needs of followers
Leaders act as coaches and advisors encouraging self-actualization
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
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
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 and standing by it Creatively deploy themselves through positive selfregard

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 do something for others

Kouzes & Pozner (1987, 2002)
Model consists of 5 fundamental practices

Leaders are like pioneers are willing to innovate, grow, take risks, & improve Leaders create environments where people can feel good about their work & how it contributes to greater community Leaders use authentic celebrations & rituals to show appreciation & encouragement to others
Challenge the Process
Enable Others to Act
Encourage the Heart
How Does the Transformational Leadership Approach Work?

Focus of Transformational Leadership Strengths Criticisms Application
Focus of Transformational Leaders Overall Scope
TLs empower and nurture Describes how leaders followers can initiate, develop, TLs stimulate change by and carry out becoming strong role significant changes in models for followers organizations TLs commonly create a 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 firms 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

Transformational Leadership

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Chapter 9 - Transformational Theory

Chapter 9 - Transformational Theory