ADM 612 - LeadershipADM 612 - Leadership

Lecture 10 – Transformational Leadership Theory

IntroductionIntroduction

• Transformational leadership has been the subject of much recent research.

• Process that changes and transforms individuals.

• Transformational leadership has been the subject of much recent research.

• Process that changes and transforms individuals.

IntroductionIntroduction

• Concerned with emotions, values, ethics, standards, and long-term goals and involves assessing followers’ motives, satisfying their needs, and treating them as full human beings.

• Exceptional form of influence that motivates followers to do more than is expected of them.

• Often linked to visionary and charismatic leadership.

• Concerned with emotions, values, ethics, standards, and long-term goals and involves assessing followers’ motives, satisfying their needs, and treating them as full human beings.

• Exceptional form of influence that motivates followers to do more than is expected of them.

• Often linked to visionary and charismatic leadership.

Transformational Leadership DefinedTransformational Leadership Defined

• Transactional leadership is most common and involves exchanges between leaders and followers.

• Transactional leadership is most common and involves exchanges between leaders and followers.

Transformational Leadership DefinedTransformational Leadership Defined

• Transformational leadership refers to the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.

• Transformational leadership refers to the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.

House’s Theory of

Charismatic Leadership

House’s Theory of

Charismatic Leadership

Bass’s Theory of Transformational Leadership

Bass’s Theory of Transformational Leadership

• Motivates followers to do more than expected by:

– Raising followers’ level of consciousness about the importance and value of goals.

– Getting followers to transcend their own self-interest for the good of the team or organization.

– Moving followers to address higher level needs.

• Motivates followers to do more than expected by:

– Raising followers’ level of consciousness about the importance and value of goals.

– Getting followers to transcend their own self-interest for the good of the team or organization.

– Moving followers to address higher level needs.

Bass: Leadership ContinuumBass: Leadership Continuum

Bass: Leadership FactorsBass: Leadership Factors

Full Range of

Leadership Model

Full Range of

Leadership Model

Transformational Leadership FactorsTransformational Leadership Factors

• Idealized influence – Leaders who act as strong role models for followers.

• Inspirational motivation – Leaders who communicate high expectations, inspiring them to become committed to organizational goals.

• Idealized influence – Leaders who act as strong role models for followers.

• Inspirational motivation – Leaders who communicate high expectations, inspiring them to become committed to organizational goals.

Transformational Leadership FactorsTransformational Leadership Factors

• Intellectual stimulation – Leaders who stimulate followers to be creative and innovative.

• Individualized consideration – Leaders who provide a supportive climate in which they listen to needs of followers.

• Intellectual stimulation – Leaders who stimulate followers to be creative and innovative.

• Individualized consideration – Leaders who provide a supportive climate in which they listen to needs of followers.

Transactional Leadership FactorsTransactional Leadership Factors

• Contingent reward – Leaders try to obtain agreement on what needs to be done and what the payoffs will be for the people doing it.

• Management-by-exception – Leaders use corrective criticism, negative feedback, and negative reinforcement.

– Active: Micromanagement.– Passive: Problem-based intervention.

• Contingent reward – Leaders try to obtain agreement on what needs to be done and what the payoffs will be for the people doing it.

• Management-by-exception – Leaders use corrective criticism, negative feedback, and negative reinforcement.

– Active: Micromanagement.– Passive: Problem-based intervention.

Nonleadership FactorNonleadership Factor

• Laissez-faire – The absence of leadership: abdicate responsibility, delay decision, give no feedback, make no efforts to satisfy followers’ needs.

• Laissez-faire – The absence of leadership: abdicate responsibility, delay decision, give no feedback, make no efforts to satisfy followers’ needs.

Additive Effect of Transformational

Leadership

Additive Effect of Transformational

Leadership

Other Transformational PerspectivesOther Transformational Perspectives

• Bennis and Nanus.– Transforming leaders have a clear vision of the future

state of their organizations.– Transforming leaders are social architects for their

organizations.– Transforming leaders create trust by taking positions and

sticking with them.– Transforming leaders use creative deployment of self

through positive self-regard.

• Bennis and Nanus.– Transforming leaders have a clear vision of the future

state of their organizations.– Transforming leaders are social architects for their

organizations.– Transforming leaders create trust by taking positions and

sticking with them.– Transforming leaders use creative deployment of self

through positive self-regard.

Other Transformational PerspectivesOther Transformational Perspectives

• Tichy and Devanna.– Act 1: Recognize the need for change.

• Encourage dissent.• Encourage objective assessment of outcomes.• Encourage visiting other organizations to identify

alternative approaches.

– Act 2: Create a vision.– Act 3: Institutionalizing changes.

• Tichy and Devanna.– Act 1: Recognize the need for change.

• Encourage dissent.• Encourage objective assessment of outcomes.• Encourage visiting other organizations to identify

alternative approaches.

– Act 2: Create a vision.– Act 3: Institutionalizing changes.

How Does Transformational Leadership Work?

How Does Transformational Leadership Work?

• Transformational leaders set out to empower followers and nurture them to change.

• They become strong role models for their followers.• They create a vision.• They act as change agents who initiate and

implement new directions.• They act as social architects.

• Transformational leaders set out to empower followers and nurture them to change.

• They become strong role models for their followers.• They create a vision.• They act as change agents who initiate and

implement new directions.• They act as social architects.

StrengthsStrengths

• Widely researched from many different perspectives.

• It has intuitive appeal as a concept.

• It treats leadership as a process between leaders and followers.

• Widely researched from many different perspectives.

• It has intuitive appeal as a concept.

• It treats leadership as a process between leaders and followers.

StrengthsStrengths

• It offers an expanded picture of leadership. Most other models are transactional.

• It has a strong emphasis on followers’ needs, values, and morals.

• It has substantial evidence of being effective.

• It offers an expanded picture of leadership. Most other models are transactional.

• It has a strong emphasis on followers’ needs, values, and morals.

• It has substantial evidence of being effective.

CriticismsCriticisms

• Lacks conceptual clarity.• The measurement scale does not

always distinguish clearly among factors.

• It is a trait theory rather than a behavioral theory.

• Lacks conceptual clarity.• The measurement scale does not

always distinguish clearly among factors.

• It is a trait theory rather than a behavioral theory.

CriticismsCriticisms

• Tends to be elitist and antidemocratic.

• Has a heroic leadership bias.

• May not work on all levels of the organization.

• Has the potential to be abused.

• Tends to be elitist and antidemocratic.

• Has a heroic leadership bias.

• May not work on all levels of the organization.

• Has the potential to be abused.

ApplicationApplication

• Provides a broad set of generalizations about what is typical of transforming leaders.

• The Multifactor Leadership Questionnaire can be used in training programs to identify leadership strengths and weaknesses.

• Many training programs focus on creating a vision.

• Provides a broad set of generalizations about what is typical of transforming leaders.

• The Multifactor Leadership Questionnaire can be used in training programs to identify leadership strengths and weaknesses.

• Many training programs focus on creating a vision.