(F) Transformational leadership Flashcards
Transformational leadership
new leadership paradigm, which gives more attention to charismatic and affective elements of leadership. is a process that changes and transforms people through emotions, values, ethics, standards and long-term goals. Often incorporates charismatic and visionary leadership, which moves followers to achieve more than expected.
Burns 2 kinds of leadership
- Transactional leadership: seen in most models, focusses on exchange between leader and followers
- Transformational leadership: leader engages followers and creates such a connection that motivation and morality of both raises. leaders aware of followers needs and motives, and try to help followers reach their fullest potential
pseudotransformational leadership
leaders who focus on their own interest instead of group, where leaders are self-consumed, exploitive and power oriented
House published theory on charismatic leadership
traits:
similar to transformational leadership
traits:
Dominant, strong desire to influence others, self-confident, strong sense of one’s own moral values
House published theory on charismatic leadership
behaviors:
behaviors:
-strong role models for beliefs and values they want their followers to adopt, appear competent to followers, articulate ideological goals that have moral overtones, communicate high expectations to followers and state their confidence in followers ability to achieve these, express confidence, arouse task-relevant motives in followers that can include affiliation, power or esteem
House published theory on charismatic leadership
effects:
- follower trust in ideology leader
- emotional involvement in leaders goals
- similarity beliefs follower and leader
- identification with leader
- unquestioned acceptance of leader
- expressing affection for leader
- followers obedience
- heightened goals for followers
- increased followers confidence in achieving goals
these effects are most likely to occur in situations of distress
Conclusion House and Arthur theory
stating charismatic leadership transforms self-concept of followers in order to link their identity to the collective identity of the organization. Charismatic leaders achieve this by clearly stating the intrinsic rewards, and de-emphasizing the extrinsic rewards
so charismatic leadership works bc it ties followers and their self-concepts to organization identity
Bass builds on work Burns and House, what is the difference?
Difference is bass gives more attention to followers need instead of the leader needs. Bass believed that transformational leadership could also apply to situations where outcomes were not positive. and transactional and transformational leadership could be described as a single continuum. So he gave more attention to emotional elements and origins of charisma. Charisma alone is necessary, but not sufficient for transformational leadership.
Bass stated that followers are moved to do more than expected by transformational leadership bc:
- consciousness level of followers raised in importance and value of specific and idealized goals
- followers transcend own self-interest for greater good of team/organization
- followers move to address higher-level needs
Bass explanation transformational leadership factors
about improving performance of followers and developing them to their fullest potential
- idealized influence/charisma: describes emotional component of leadership. leader strong model by providing followers vision and mission, so followers (want to) identify with leaders. Measured by attributional component abbout attributes followers make about their leaders based their perspective, and measured by behavioural component which are followers observations on leader behavior
- inspirational motivation: leaders communicate high expectations of followers, and inspire them to become commited to shared vision of organization.
- intellectual stimulation: stimulate followers to be creative and innovative, also challenge own beliefs and those of the leader and organization
- individualized consideration: leaders create climate where they listen to individual follower need, and act as coach/adviser towards them to hep followers become fully actualized
Bass explanation transactional leadership factors
need followers not individualized, no focus on their personal development take place. reason transactional leaders have influence is bc in best interest of followers to do what leader wants
- contingent reward: exchange between leader and followers, and followers get specified reward after performing desired effort
- management-by-exception: form of leadership involving corrective criticism, negative feedback and reinforcement. Active from: leader watches follower closely and takes corrective actions when mistakes occur. Passive form: intervention only takes place after standards not met, or other problems
Bass explanation non-leadership factors
behaviors that are non-transctional
-laissez-faire: leadership is absent, no exchange with followers take place
Bennis and Nanus, 4 common strategies used by leaders in transforming organizations
- leaders have clear vision of organization future state. vision has to come from the needs of entire organization for followers to believe in
2 leaders are social architects for organization, leaders communicate direction which transform organization’s values and norms
3 leaders create trust in organization, by standing by their own made positions and make them clearly known
4 leaders use creative deployment of self by emphasizing their strengths to be able to involve tasks and overarching organization goals
Kouzes and Posner, five fundamental practises which leaders can get more accomplished
- model the way: leaders clear about own values and philosophy. find own voice and express it to others
- inspire a shared vision: communicate compelling vision positive future outcomes to followers
- challenge the process: not afraid to change, be innovative, growing and improving
- enable others to act: its clear how they contribute to greater community, in an created environment where people feel good about their work
- encourage the heart: rewarded for accomplishment, creating greater collective identity and community spirit
what way does transformational approach work?
- describes howl leaders can initiate, develop and implement significant changes in an organization
- try to empower followers and nurture them in change. to create this change leaders should be strong role models, so create vision, become social architects, build trust and foster collaboration with others
Transformational approach strengths
- widely researched qualitatively and quantitatively
- intuitive appeal of leader advocating for change, people are attracted to that
- leadership seen as process b/t followers and leader, with needs of others are central. causes followers to gain more prominent position in process
- provides broader leadership view, not just about exchange of rewards, also about attention to needs and followers growth
- Unique bc moral dimension, emphasis on needs, values and morals of followers
- large evidence suggesting that it is the effective form of leadership
transformational approach criticism
- lacks conceptual clarity, boundaries and parameters not clear
- measuring it is questionable
- in this model leadership treated as a personality trait instead of teachable behavioral
- some state that is it elitist and antidemocratic, as one person has large influence on changes and new direction. Doesnt talk about how followers can influence leaders
- potential to be abused, as no one controls whether leader initiates changes or new directions is actually for the better. Needs to investigate how leaders affect their followers psychologically, and how leaders respond to followers reactions
Application transformational approach
- does not tell leaders what to do, but provides set of generalizations stating what is typical transformational leadership.
- no clear set of assumption what leader have to do in different situations
- requires leaders to be aware of own behavior, and how this relates to follower needs and the changing organization dynamics
MLQ
measures perception followers have of behavior of leader for each factor in the Full Range of Leadership Model, includes:
- Transformational leadership styles
- Transactional leadership styles
- passive leadership styles
Order of importance (to positive effects) of Bass transformational leadership
- Charisma
- Motivation
- individualized consideration
- intellectual stimulation
- contingent reward
laissez-faire leadership is negatively related to effectiveness and satisfaction in organization
