What is It?
Leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole. In this leadership style, the leader enhances the motivation, moral and performance of his follower group.
James MacGregor Burns “Leadership” 1978
Taught in the context of Transformational vs. Transactional
Influenced by Maslow’s Theory of Needs
Maslow’s Hierarchy of Needs
Transactional leadership is defined as the influence of a leader toward his subordinates using reward and punishment as a form of motivational medium.
Transformational leadership model in which the leader works as a model and a motivator, encouraging the followers to work not because of an exchange of value but for the love of their work. The transformational leader encourages his followers to love their craft and value their own input, making a positive change toward being future leaders
Transactional:
Building on man's need to get a job done and make a living
Transformational:
Building on man's need for meaning
Transactional:
Is preoccupied with power and position, politics and perks
Transformational:
Is preoccupied with purpose and values, morals and ethics
Transactional:
Is mired in daily affairs
Transformational:
Transcends daily affairs
Transactional:
Is short term and hard data orientated
Transformational:
Is orientated towards long term goals and principled
Transactional:
Supports structures and systems that reinforce the bottom line, maximize efficiency, and short-term profits
Transformational:
Aligns internal structures and systems to reinforce overarching values and long-term goals
Implementation Components
Charisma or idealized influence
This is the degree to which the leader behaves in admirable ways that cause followers to identify with the leader.
Implementation Components
Inspirational motivation
The degree to which the leader articulates a vision that is appealing and inspiring to followers.
Implementation Components
Intellectual stimulation
The degree to which the leader challenges assumptions, takes risks and solicits followers' ideas.
Implementation Components
Individualized consideration or individualized attention
The degree to which the leader attends to each follower's needs, acts as a mentor or coach and listens to the followers concerns and needs.
Why?
Change and Change Management
Startup
Growth
Decline
Maturity
Industry Life Cycle
Why?p_jobgroup age30 age40 age50 age60 age65age65plus
CRAFTWORKERS 2 10 18 18 1 0LABORERS 0 1 2 2 0 0OFFICE CLERICAL 0 0 8 4 1 0OFFICIALS & MANAGERS 7 0 7 20 3 2OPERATIVES- SEMI SKILLED 0 1 9 8 4 0PROFESSIONALS 0 1 1 4 1 0SERVICE WORKERS 0 0 1 3 0 0TECHNICIANS 0 1 2 2 0 1
9 14 48 61 10 3
Multi-Generations in the Workplace
The Traditionalists 1927 - 1945
Baby Boomers 1946 – 1964
Generation X 1965 - 1980
Generation Y 20’s
Multi-Generations in the Workplace
The Traditionalists 1927 – 1945
Raised during the Depression
Cherish their jobs
Prefer face-to-face interaction.
Multi-Generations in the WorkplaceBaby Boomers 1946 – 1964well-established in their careersequate salaries, long hours with success
High levels of responsibility, perks, praise and challenges will motivate
Multi-Generations in the Workplace
Generation X 1965 – 1980
places a premium on family time
value work/life balance
don’t want face time. Flexible hours and challenging assignments will motivate
Multi-Generations in the WorkplaceGeneration Y 20’sfastest growing segment of workforcecreative, achievement-oriented and tech-savvy. cultivate a team-oriented environmentImmediate feedback and praise will help motivate
Resources
Kickmeinthehead.com
Web Links
Books
This Powerpoint