Chapter 8: Transformational Leadership

Model of transformational and transactional leadership incorporates seven different factors

- 4 tranformational factors - 2 transactional factors - 1 nonleaderhip, nontransactional factor

characteristics of a charismatic leader

- dominance - desire to influence - self-confidence - strong sense of onw moral values

Transformational leadership behaviors

- encouraging creativity - recognizing accomplishments - building trust - inspiring collective vision - attention to the needs and motives of followers - desire to help followers reach fullest potential

Criticisms of Transformational leadership

- lacks conceptual clarity - problems with measurement validity - treats leadership as personality trait or persoanl predisposition rather than a behavrio that people can learn - lack of evidential support for leaders transforming individuals and organizations - seen as elitist and antidemocratic - potential for abuse - may not be effective in all national cultures - may not be well-received by millenials

application of transformational leadership

- not prescriptive; provides a broad set of generalizations of what is typical of leaders who are transforming or who work in transforming contexts - Bass and Avolio (1990a) argued this approach is teachable at all org lvls. - programs designed to develop transformational leadership usually require that leaders or their associates take the MLQ or similar measures - building a vision has received special attention in training programs - desire to provide eddective training in how to be more successful in demonstrating trancational/transformational leadership resulted in the development of a guide by Sosik/Jung (2010)

4 common strategies used by leaders in transforming organizations

- vision - social architects - trust - creative deployment of self

Strengths of transformational leadership

- widely researched from different perspectives - intuitive appeal matching societal understandings of leaders as frontline acvocates for change - treats leadership as a process occurring between both followers and leaders - provides broader view of leadership that augments other leadership models - strong emphasis on followers' needs, values, and morals - substantial evidence of effectiveness

practices

5 actions in Kouzes and Posner model enabling leaders to get extraordinary things accomplished - modeling the way - inspiring shared vision - challenging the process - enabling others to act - encouraging the heart

In the context of transformational leadership, if you knew a leader who was interested in identifying their strengths and weaknesses in order to find areas for improvement, which assessment would you recommend they take?

MLQ

Psychopathic people are known to be ______.

More likely to become leaders

In a planning session, Duff asks, "How do we adapt a master's program to undergraduates? How will we assess their work? Do we need to hire new staff?" These questions exemplify ______.

a leader who is a social architext for the faculty's future

Most people are ______ the idea of transformational leadership.

attracted to

trust

being predictable/reliable, even in situations that are uncertain

If the User Experience Design program at the University of Toronto starts to drop in enrollment and tuition revenue, how would a transformational dean provide intellectual stimulation to faculty, staff, and administrators?

by encouraging faculty to brainstomr about the program's strenghts, opportunities, weaknesses, and strengths

active management by exception

close monitoring of followers for mistakes or rule violations, followed by corrective action when appropriate

attributional component

component of idealized influence factor that refers to the attributions of leaders made by followers based on perceptions they have of their leaders

behavioral component

component of idealized influence factor that refers to the followers' observations of leader behvaior

The four Is of transformational leadership are known as being ______.

controversial

The vision of a transformational leader evolves from the interests of ______.

everyone involved

Charisma/idealized influence

factor 1 of bass's model, emotional component of leadership - leaders who act as strong role models for followers

inspiration/inspirational motivation

factor 2 of mass's model, described 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 - team spirit

Intellectual stimulation

factor 3 of Bass's model, 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 org

individualized consideration

factor 4 of Bass's model, representative of leaders who provide supportive climate in which they listen carefully to individual needs of followers

contingent reward

factor 5 of Bass's model. exchange process b/w leaders and follower in which effort by followers is exchanged for specific rewards

Management by exception

factor 6 of Bass's model. leadership that involves corrective criticism, negative feedback, and negative reinforcement

Laissez-faire

factor 7 of bass's model. Leadership that falls at the far-right sides of the transactional-transformational leadership continuum - functional absence of leadership

true or false: It is considered a best practice for leaders to avoid discussing their own career paths when they present visions.

false

true or false: One recognized weakness of transformational leadership is that there is not enough attention given to the needs of followers.

false

true or false: Research on transformational leadership is only partially supported.

false

true or false: The Kouzes and Posner model is based on trait approach.

false

true or false: Transformational leadership approach cannot be effectively applied to recruitment practices.

false

true or false: Transformational leadership focuses on short-term goals.

false

true or false: Transformational leadership theory is based on democracy.

false

Transactional leadership

focuses on the exchanges that occur between leaders and followers

Some believe that transformational leadership suffers from ______ leadership bias.

heroic

Leaders who have high standards of moral and ethical conduct and are respected and trusted by followers are exhibiting ______.

idealized influence

vision

image of an attractive, realistic, and believable future for a leader's org

Wendy Duff's colleagues say she has great ideas, but she also seeks input from others and allows people to share their strengths in the planning process. This is an example of ______.

individualized consideration

social architects

individuals who create a shape or form for the shared meanings people maintained within their organizations

Team spirit is an example of which leadership factor?

inspirational motivation

Passive management by exception

intervention only after standards have not been met or problems have arisen

One of the main concepts within transformational leadership is ______ motivation.

intrinsic

Transformational leadership/s popularity may be due to it's emphasis on ____ and ________

intrinsic motication and follower development

What is a main criticism of transformational leadership theory?

it was not created for corporation

creative deployment of self

knowledge of one's own strengths and weaknesses, used to emphazise strengths rather than dwell on weaknesses - emphasis on education

Constructive transaction

leader tries to obtain agreement from followers on what must be done and what the payoffs will be for the people doing it

pseudotransformational leadership

leaders who are self-consumed, exploitive, and power oriented, with warped moral values

If your boss is a transformational leader and you disagree with them, how would you expect them to react?

listen and compromise

Description of transformational leadership

most popular approach. Changes/transforms people and their emotions values ethics standards long-term goals

Transformational leadership

person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower

The foundation of transformational leadership theory is that leadership should not be thought of as ______.

power

Adolf Hitler was a ______ leader.

pseudotransformational

corrective action

resolves or punishes mistakes or rule violations on the part of a follower

Charisma

special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader

What is a recognized strength of transformational leadership?

strong support by research

Before starting a new position, leaders in transformational programs will most likely take ______.

the MLQ

A pseudotransformational leader is focused on the best interests of ______.

themself

Transformational leaders are ______ toward opposing viewpoints.

tolerant

Maria has been doing great work and has now earned a promotion from her boss. Her boss is demonstrating ______ leadership.

transactional

Noncompete contracts are an example of what kind of leadership?

transactional

What type of leadership is being demonstrated when professors grade students' work?

transactional

Which type of leadership is based on exchanges between the leader and the follower?

transactional

Blanca is always attentive to the needs of her sales employees in her retail store, and she wants them to reach their full potential. She helps train them on customer service and builds their confidence. What kind of leader is Blanca?

transformational

Satisfaction, motivation, and performance have all been positively related to ______ leadership.

transformational

In the video, Peter Northouse describes a role model at Michigan State University who influenced him to study leadership by setting the bar for what was good and important to study. This role model would be considered a ______.

transformational leader

The personal behaviors of the leader are relevant in transformational leadership approach.

true

true or false: Followers will trust a transformational leader and want to be like them.

true

true or false: The transformational approach requires that leaders be social architects.

true

true or false: The transformational leadership approach does not give a set of assumptions for leaders to use in different situations.

true

true or false: Transformational leaders commonly create a vision.

true

true or false: Transformational leadership can be applied across many different settings.

true

true or false: Transformational leadership creates a culture where followers are encouraged to discuss matters freely.

true

true or false: Transformational leadership has the power to be abused.

true

true or false: Transformational leadership theory can be effectively applied for team building.

true

Transformational leadership utilizes charismatic leadership and ______ leadership.

visionary