Transformational Leadership

Question 1

Transformational

Answer 1

• A process that changes and transforms individuals.

• Frequently incorporates charismatic and visionary leadership.

• Involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them.

• Concerned with emotions, values, ethics, standards, and long-term goals.

• Includes assessing followers’ motives, satisfying their needs, and treating them as full human beings.

• A wide range of leadership influence where followers and leaders are inextricable bound together in the transformation process.

Question 2

Types of leadership (Burns, 1978)
Transactional Leadership

Answer 2

• A contractual management, focuses on the exchanges that occur between leaders and their followers.
Exchange type of relationship
Not so much of human element where the manager is here to help employees to grow and transform

Question 3

Transformational Leadership

Answer 3

• Process of engaging with others to create a connection that increases motivation and morality in both the leader and follower.
Not managing someone via contingency e.g you do this you get paid
Engage your mind
Come to work for a transform experience

Question 4

Pseudotransformational Leadership

Answer 4

• Personalised leadership, focuses on the leader’s own interests rather than the interests of his/her followers

Question 5

Transformational Leadership and Charisma

Answer 5

• Charisma – a special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of diving origin, and results in the person being treated as a leader (Weber, 1947).
• Influence that comes from personal power, not their position power.
Has the positive energy, how y’all define, much harder
People start to give their trust to the leader
Positional power and personal charisma

Question 6

Theory of Charismatic Leadership (House, 1976)

Answer 6

Get people to follow a certain ideology
Post world war II: is it lead by charismatic leader?
Cult and following: Charisma without values can lead to disastrous act

Question 7

Personality Characteristics

Answer 7

Dominant
Desire to influence
Confident
Strong values

Question 8

Behaviors

Answer 8

Sets strong role model
Shows competence
Articulates goals
Communicates high expectations
Expresses confidence
Arouses motives

Question 9

Effects on Followers

Answer 9

• Trust in leader’s ideology
• Belief similarity between leader and follower
• Unquestioning acceptance

-Affection toward leader

• Obedience

-Identification with leader

-Emotional involvement

• Heightened goals
• Increased confidence

Question 10

Charismatic leadership

Answer 10

• Transforms followers’ self-concepts; tries to link identity of followers to collective identity of the organisation.
• Forge this link by emphasizing intrinsic rewards and de-emphasizing extrinsic rewards.
Not that transactional leadership doesn’t matter, but extrinsic rewards matter as it drives the intrinsic reward
• Throughout the process, leaders
• Express high expectations for followers.
• Help followers gain a sense of self-confidence and self-efficacy.

Question 11

Transformational Leadership Model (Bass, 1985)

Expanded and refined the version of work done by Burns (1978)

Answer 11

• More attention to follower’s rather than leader’s needs. (role of the follower is important, tied to the individual follower)
Cant be charismatic unless our values are the same
• Suggested that transformational leadership could apply to outcomes that were not positive.
• Described transactional and transformational leadership as a continuum.
Everything is required

Question 12

Transformational Leadership Model (Bass, 1985)

Extended House’s work by:

Answer 12

• Giving more attention to emotional elements and origins of charisma. – how do we define the charisma stuff and bring value to it
• Suggested charisma is a necessary but not sufficient condition for transformational leadership.
• Role of values

Question 13

Transformational Leadership Factors : Idealised Influence

Answer 13

• Act as strong role models for followers such that followers identify with leaders and want to emulate them
• High standards of moral and ethical conduct
• Followers deeply respect and trust the leaders
• Leaders provide a vision and sense of mission
How is trust developed , altruistic way of living , just need to create a vision and live life according to it

Question 14

Inspirational Motivation

Answer 14

• Communicate high expectations to followers

• Inspire followers through motivation to commitment and engagement in the shared vision of the organisation

• Use symbols and emotional appeals to focus group members to achieve more than self-interest

• Team spirit promoted
Communication component
Charisma is part of the communication technique
Ability to inspire and use the right vision to communicate
Conartist:
Communication style is a huge influence

Question 15

Intellectual Stimulation

Answer 15

• Stimulate followers to be creative and innovative
• Challenge followers’ beliefs and values of their leader and organisation
• Support followers to:
• Try new approaches
• Develop innovative ways of dealing with organisation issues
Make them think differently, create a new vision, intellectually stimulating

Question 16

Individualised Consideration

Answer 16

• Provide a supportive climate by listening carefully to the needs of followers
• Act as coaches and advisors to assist followers in becoming fully actualised
• Help followers grow through work-related challenges
Look at individual needs
Some people need confidence boosted first
Different styles of people

Question 17

Contingent Reward

Answer 17

• The exchange process between leaders and followers in which effort by followers is exchanged for specified rewards.

Question 18

Management by Exception

Answer 18

• Leadership that involves corrective criticism, negative feedback, and negative reinforcement.
• Two forms:
• Active – watches follower closely to identify mistakes/rule violations (micro-manage)
• Passive – intervenes only after standards have not been met or problems have arisen
Only time you know you have a manager

Question 19

Nonleadership Factors
Laissez-Faire

Answer 19

• The absence of leadership
• A hands-off, let-things-ride approach
• Refers to a leader who:
• Abdicates responsibility
• Delays decisions
• Gives no feedback
• Makes little effort to help followers satisfy their needs
Being dismissive, easier to destroy than to create
Say no to ideas, any ideas put forward means more work
Stay status quo is better
Make progress even more difficult

Question 20

Multifactor Leadership Questionnaire (Bass & Avolio, 1991)

Answer 20

• MLQ (Form 5X) , 45 items
• Evaluates three different leadership styles over 9 factors
• Transformational: Idealised attributes, idealised behaviours, inspirational motivation, intellectual stimulation, individualised consideration
• Transactional: Contingent reward, management-byException: Active
• Passive avoidance: Management-by-exception: Passive, laissez-faire
• 360 degree feedback method that includes a multi-rater form (looks at various factors)

Question 21

Bennis and Nanus (1985) Four leader strategies in transforming organisations

Answer 21

• Clear vision of organisation’s future state
• Be the social architect who shape shared meaning in organisation
• Create trust by setting a direction and standing by it
• Creatively deploy themselves through positive self-regard
Strategic vision
What do you do with your money?
If money is not the problem, how do you create a proper vision or direction
Culture and trust??

Question 22

Kouzes and Posner (1987, 2002) Model consists of 5 fundamental practices

Answer 22

• Model the way
• Inspire a shared vision
• Challenge the process
• Enable others to act
• Encourage the heart

Question 23

How does Transformational Leadership work

Answer 23

• Describes how leaders can initiate, develop, and carry out significant changes in organisations.
• Transformational leaders:
• Empower and nurture followers
• Stimulate change by becoming strong role models for followers
• Commonly create a vision
• Require leaders to become social architects
• Build trust and foster collaboration
Pushing boundaries

Question 24

Strengths

Answer 24

• Broadly researched. Transformational leadership 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 this approach because it makes sense to them.
• Process focused. Treats leadership as a process occurring between followers and leaders.
• Expansive leadership view. It provides a broader view of leadership that augments other leadership models.
Touch on cognitive part but no How. They tell you what should be covered
• Emphasizes followers’ needs, values and morals.
• Effectiveness. Evidence supports that transformational leadership is an effective form of leadership.

Question 25

Criticism

Answer 25

• Lacks conceptual clarity
• Dimensions are not clearly delimited
• Parameters of transformational leadership overlap with similar conceptualisations of leadership
• Measurement questions
• Validity of Multifactor Leadership Questionnaire (MLQ) not fully established
• Some transformational factors are not unique solely to the transformational model
• Transformational leadership treats leadership more as a personality predisposition than a behaviour that can be taught.
• Elitist and antidemocratic
è If I got a mundane job, is transformational needed
è Politically??
• Suffers from heroic leadership bias
Leaders are often held as the main person who creates transformational leadership
• Based primarily on qualitative data
• Has the potential to be abused
It does not have a prescriptive or value-based

Question 26

Applications

Answer 26

• Provides a general way of thinking about leadership that stresses ideals, inspiration, innovations, and individual concerns.
è Good for teaching and training perspective
• Can be taught to individuals at all levels of the organisation.
• 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 improved team development, decisionmaking groups, quality initiatives, and reorganisations.
• The MLQ helps leaders to target areas of leadership improvement.