Ch. 8 Transformational Leadership

Idealized Influence (Charisma)

**Emotional component of leadership. Describes leaders who act as strong role models for followers; followers identify w/ these leaders and want to emulate them. *Leaders usually have very high standards of moral and ethical conduct and can be counted on to do the right thing. **Deeply respected, followers place a great deal of trust in them. **Provide followers w/ a vision and sense of mission.

Transformational Leadership

*Concerned with emotions, values, ethics, standards, and long-term goals. *Includes assessing followers' motives, satisfying their needs, and treating them as full human beings. *Involves exceptional influence that moves followers to accomplish more than is usually expected. *Incorporates charismatic and visionary leadership. *one-on-one level > organizations > cultures *Focuses heavily on relationship b/w follower and leader.

Strengths

1) Has been widely researched from many different perspectives > a series of qualitative studies, focal point for a large body of leadership research. 2) Has intuitive appeal > describes a leader who is out front advocating change for others, which aligns w/ societal notion of leadership. 3) Treats leadership as a process that occurs b/w followers and leaders > needs of others are central to the leader, resulting in followers gaining a more prominent position in the leadership process. 4) Provides a broader view of leadership that augments other leadership models > provides an expanded pic of leadership that includes exchange of rewards and leaders' attention to needs and growth of followers. 5) Places a strong emphasis on followers' needs > suggests leadership has a moral dimension. 6) There is substantial evidence that transformational leadership is an effective form of leadership.

Criticisms

1) Lacks conceptual clarity > covers such a wide range of activities and characteristics, making it difficult to define the exact parameters of transformational leadership. 2) Transformational Leadership is hard to measure > MLQ is used - the four factors correlate highly w/ one another. 3) Treats leadership as a personality trait or personal predisposition rather than a behavior that people can learn. 4) Researchers have not established that transformational leaders can actually transform individuals and orgs. 5) Elitist and antidemocratic 6) Suffers from "heroic leadership" 7) Has potential to be abused > charismatic leaders using coercive power to lead people to evil ends. 8) May not be well received by millennials.

Charismatic Behaviors

1) Strong role models for the beliefs and values they want their followers to adopt 2) Appear competent to followers 3) Articulate ideological goals that have moral overtones ("I Have a Dream" Speech) 4) Communicate high expectations for followers, and exhibit confidence in followers' abilities to meet these expectations 5) Arouse task-relevant motives in followers that may include affiliation, power, or esteem ("Ask not what your country can do for you; ask what you can do for your country."

Contingent Reward

An exchange process b/w leaders and followers in which effort by followers is exchanged for specified rewards. *The leader tries to obtain agreement from followers on what must be done and what the payoffs will be for the people doing it. **Type of constructive transaction

Challenge the Process (K&P)

Challenging the process means being willing to change the status quo and step into the unknown. *Includes being willing to innovate, grow, and improve. *Exemplary leaders are like pioneers: they want to experiment and try new things > willing to take risks to make things better. **When exemplary leaders take risks, they do it one step at a time, learning from their mistakes as they go.

Inspirational Motivation (Inspiration)

Descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization. *Leaders use symbols and emotional appeals to focus group members' efforts to achieve more than they would in their own self-interest. **Team spirit is enhanced by this type of leadership.

Inspire a Shared Vision (K&P)

Effective leaders create compelling visions that can guide people's behavior. *They are able to visualize positive outcomes in the future and communicate them to others. *Leaders also listen to the dreams of other and show them how their dreams can be realized. *Through inspiring visions, leaders challenge others to transcend the status quo to do something for others.

Bennis and Nanus

Four common strategies used by leaders in transforming organizations: 1) transforming leaders had a clear vision of the future state of their organizations. **The vision was usually simple, understandable, beneficial, and energy creating. 2) transforming leaders were social architects for their organizations. **They created a shape or form for the shared meanings people maintained within their org. 3) transforming leaders created trust in their organizations by making their own positions clearly known and then standing by them. **Leaders built trust by articulating a direction and then consistently implementing the direction even though the vision may have involved a high degree of uncertainty. 4) transforming leaders used creative deployment of self through positive self-regard. **Leaders knew their strengths and weaknesses, and they emphasized their strengths rather than dwelling on their weaknesses.

Intellectual Stimulation

Includes leadership that stimulates followers to be creative and innovative and challenge their own beliefs and values as well as those of the leader and the organization. *Supports followers as they try new approaches and develop innovative ways of dealing w/ organizational issues. *Encourages followers to think things out on their own and engage in careful problem solving.

Transactional Leadership

Leader does not individualize the needs of followers or focus on their personal development. *Leaders exchange things of value w/ followers to advance their own and followers' agendas. *Leaders are influential b/c it is in the best interest of followers for them to do wha the leader wants.

Charismatic Leadership

Leaders act in unique ways that have specific charismatic effects on their followers. *Personality characteristics > dominant, having a strong desire to influence others, self-confident, having a strong sense of one's own moral values.

Enable Others to Act (K&P)

Leaders build trust w/ others and promote collaboration > teamwork and cooperation are highly valued. *Leaders listen closely to diverse points of view and treat others w/ dignity and respect > they also allow others to make choices, and they support the decisions that others make. ******Create environments where people can feel good about their work and how it contributes to the greater community.

Encourage the Heart (K&P)

Leaders encourage the heart by rewarding others for their accomplishments > effective leaders are attentive to the need for support and recognition, and are willing to give praise to workers for jobs well done. *Leaders use authentic celebrations and rituals to show appreciation and encouragement to others > the outcome of this support is greater collective identity and community spirit.

Pseudotransformational Leadership

Leaders who are self-consumed, exploitive, and power-oriented, w/ warped moral values. *Personalized leadership > focuses on leaders' own interests rather than on interests of others.

Management by Exception

Leadership that involves corrective criticism, negative feedback, and negative reinforcement. *Two forms : active and passive *Active > watches followers closely for mistakes or rule violations and then takes corrective action. *Passive > intervenes only after standards have not been met or problems have arisen.

Transformational Leadership Factors

People who exhibit transformational leadership often have a strong set of internal values and ideals, and they are effective at motivating followers to act in ways that support the greater good rather than their own self-interests. **Concerned w/ improving the performance of followers and developing followers to their fullest potential.

Behavioral Component (Charisma)

Refers to followers' observations of leader behavior.

Attributional Component (Charisma)

Refers to the attributions of leaders made by followers based on perceptions they have of their leaders.

Individualized Consideration

Representative of leaders who provide a supportive climate in which they listen carefully to the individual needs of followers. *Leaders act as coaches and advisers while trying to assist followers in becoming fully actualized. *Leaders may use delegation to help followers grow through personal challenges.

Laissez-Faire Leadership

Represents the absence of leadership. *Leader abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs. *No exchange w/ followers or attempt to help them grow.

Authentic Transformational Leadership

Socialized leadership, which is concerned with the collective good. *Socialized transformational leaders transcend their own interests for the sake of others.

Kouzes and Posner

Their model consists of five fundamental practices that enable leaders to get extraordinary things accomplished. *For each of the five practices, Kouzes and Posner also identified two commitments that serve as strategies for practicing exemplary leadership. >>Prescriptive quality : recommends what people need to do in order to become effective leaders. *Not about personality, but about practice. *Leadership Practices Inventory > 360-degree leadership assessment tool : 30 questions assessing individual leadership competencies. >>>Widely used in leadership training and development.

How Does it Work?

To create change > leaders become strong role models for followers. They listen to followers and are not intolerant of opposing viewpoints. Create a vision > emerges from the collective interests of various individuals and units in an organization. Leaders become social architects > make clear emerging values and norms of the organization. >>>Effective at working w/ people > build trust and foster collaboration.

Model the Way (K&P)

To model the way, leaders need to be clear about their own values and philosophy. *They need to find their own voice and express it to others. *Exemplary leaders set a personal example for other by their own behaviors. *They also follow through on their promises and commitments and affirm the common values they share with others.

Charismatic Leadership (Shamir, House, and Arthur)

Transforms followers' self-concepts and tries to link the identity of the followers to the collective identity of the organization. *Leaders forge this link by emphasizing the intrinsic rewards of work and de-emphasizing the extrinsic rewards. * The hope is that followers will view work as an expression of themselves. * Leaders express high expectations for followers and help them gain a sense of confidence and self-efficacy.