Transformational Leadership

11 Key excerpts on "Transformational Leadership"

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  Leadership

  Research Findings, Practice, and Skills

  • Andrew DuBrin(Author)
  • 2018(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  45 Charismatic, transformational leaders create a vision. By communicating a vision, they convey a set of values that guide and motivate employees. The vision describes an opti-mistic picture of what the organization will become after the transformation is complete, such as a division being threatened with being shut down becoming the leading division in a conglomerate. Although transformational leaders are often greatly concerned with organizational survival, they also take the time to encourage the personal development of their staff. As group members develop, their performance is likely to increase. Transformational leaders also give supportive leadership, such as by giving positive feedback to group members and recognizing individual achievements. Supportive leadership also contributes to the development of group members. Transformational leaders frequently use empowerment to help develop group members. Innovative thinking, another important characteristic, helps transformational leaders achieve their goals; for example, they might develop innovative ways to raise cash and cut Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Transformational Leadership 75 costs quickly. Transformational leaders encourage their staff to think innovatively as well and give them challenging assignments. Not every leader classified as transformational will have the eight characteristics just described. For example, some transformational leaders are brusque with people rather than agreeable.

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  Concepts & Theories of Leadership

  • (Author)
  • 2014(Publication Date)
  • University Publications

    (Publisher)

  Now 30 years of research and a number of meta-analyses have shown that transformational and transactional leadership positively predicts a wide variety of performance outcomes including individual, group and organizational level variables. ____________________ WORLD TECHNOLOGIES ____________________ The full range of leadership introduces four elements of Transformational Leadership: 1. Individualized Consideration – the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers. This also encompasses the need for respect and celebrates the individual contribution that each follower can make to the team. The followers have a will and aspirations for self development and have intrinsic motivation for their tasks. 2. Intellectual Stimulation – the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently. For such a leader, learning is a value and unexpected situations are seen as opportunities to learn. The followers ask questions, think deeply about things and figure out better ways to execute their tasks. 3. Inspirational Motivation – the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging.

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  The Synergy of One

  Creating High-Performing Sustainable Organizations Through Integrated Performance Leadership

  • Michael J. Dreikorn(Author)
  • 2004(Publication Date)
  • ASQ Quality Press

    (Publisher)

  This mindfulness may grow out of learning or train- ing, but it is richest when it comes from the heart. When caring and concern for people and the organization are real and not because it’s a requirement of the position, the transformational leader is most effective. This is when passion and convictions are manifested and become themselves a conta- gious virus. Burns and Stalker (1978) first described transformational lead- ership as occurring “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality. . . . Their purposes . . . become fused. Power bases are linked not as counterweights but as mutual support for common pur- pose. . . . It raises the level of human conduct and ethical aspiration of both leader and led, and thus it has a transforming effect on both.” Burns and Stalker’s definition speaks to the development of trust between the leader and those that are led. When this type of leadership behavior is opera- tionalized with suppliers and customers in the value stream, the obvious ben- efits of fair and trustful relationships become visible and begin to build. In addition their definition refers to an obvious symbiotic element. Two are typ- ically stronger than one and a trustful value stream that is bound by integrity and characterized by sustained, predictable performance is stronger than a traditional supplier-producer or provider-customer relationship. There is another component of the theory of visionary leadership—the time span of vision. The further into the future a leader can conceptualize Leadership 91 issues and solutions, the more of an asset the leader is to the organization and the more visionary they are. The notion of time-span capability comes from the research of Elliott Jaques and Kathryn Cason (1994),who inves- tigated human capability.

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  The Business of Leadership: An Introduction

  An Introduction

  • Karen Dill Bowerman, Montgomery Van Wart(Authors)
  • 2014(Publication Date)
  • Routledge

    (Publisher)

  Monitoring, operations planning, clarifying roles, informing, delegating, problem-solving, consulting, personnel planning, developing staff, and motivating

  Environmental scanning, strategic planning, vision articulation, networking, decision-making, managing organizational change as well as informing, delegating (empowering), managing innovation, consulting, developing staff, motivating, building teams, and managing personnel change

  Note: Because of the tremendous variety of transactional and transformational theories, there are some exceptions to these general trends.

  Conclusion

  Charismatic leaders have extraordinary effects on their followers. Under their leadership that brings inspiration and a strong sense of values, followers often perform at higher levels. Transformational leaders are triggers of extraordinary organizational change. Under their leadership, organizations or political and social entities may undergo significant structural change. Charismatic and Transformational Leadership frequently have agents in common, but actually the two notions are distinct. The former involves a magnetic quality of the leader and the latter involves a type of change that can be brought about by various types of leader, whether charismatic or not.

  Conger and Kanungo focus on how charisma is attributed to leaders. They contend that for charismatic leadership to emerge, the context has to be sufficiently problematic to allow for dissatisfaction with the status quo and for radical change to be acceptable. Charismatic leaders may be known locally or throughout a nation. Charisma can lead to positive or negative outcomes. Charismatic leadership is not for every situation. For example, charisma is not a substitute for solid management that brings continuous improvement.

  Tichy and Devanna focus on Transformational Leadership, with the belief that charismatic leadership is not required in order to bring about major organizational change. They examine leadership over time; before institutionalizing change, transformational leaders first recognize the need for revitalization and then create a new vision. The leadership practices theory by Kouzes and Posner is another mechanism for examining Transformational Leadership and recommending competencies or practices. By interviewing individuals on their “personal best” experiences, they advocate practices consistent with their findings—challenging the process and searching for opportunities, inspiring a shared vision, enabling others to act by fostering collaboration in a participative style, modeling the way, and, finally, “encouraging the heart” with a supportive style.

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  Organizational Transformation

  Approaches, Strategies, and Theories

  • Amir Levy(Author)
  • 1986(Publication Date)
  • Praeger

    (Publisher)

  Some scie describe transformational leaders as charismatic and as heroes. However, charismatic leaders and true believers may transform social systems to highly negative forms from the perspective of freedom, self- responsibility, and ethics. In a study on the change in authority patterns in American organizations, Heller (1984) states that periods of crisis, uncertainty, and transition provide convenient circumstances for the emergence of messianic movements and charismatic leaders promising stability, simplistic solutions, and "back to the good old ways" of doing things. She points out the possibility that this authority pattern is emerging in organizations. There is another direction: leadership with people, not over people. Most of the managers of excellent systems are not charismatic, but empowering and nurturing. Many scholars are intrigued by this issue. Lawrence (1979), for example, argues that transforming organizations entails transforming authority patterns toward personal responsibility and empowerment. Harrison (1984), analyzing the issue, comes to the conclusion that the most fundamental aspect of paradigmatic change is the change in our consciousness, and this cannot be forced or led by charismatic leadership, but by what he describes as "stewardship." Strong, charismatic Transformational Leadership raises the question of morals and ethics. Transformational Leadership is moral if it deals with true needs and is based on informed choice. The moral transformational leader is guided by such universal ethical principles as respect for human dignity and equal rights. Moral leadership should mobilize and direct support for "more general and comprehensive values that express followers' more fundamental and enduring needs," writes Burns (1978). Burns adds that moral leadership helps followers to see the real conflict

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  Leadership

  Research Findings, Practice, and Skills

  • Andrew DuBrin(Author)
  • 2022(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Transactional leadership attains the same results to a lesser degree, whereas laissez-faire leadership is negatively related to such criteria. A study showed that leadership effectiveness as measured by busi- ness results was a direct function of the leader’s transformational behavior. One concern about charismatic and transforma- tional leadership is that the concept is murky. Many noncharismatic leaders are effective. Another con- cern is that some charismatic leaders are unethical and devious, suggesting that being charismatic does not necessarily help the organization. When charis- matic leaders are highly narcissistic, organizational performance may suffer. A true charismatic and transformational leader is highly concerned about human welfare and attaining organizational goals. Too much attention paid to charismatic and trans- formational leadership can divert attention away for other important aspects of the leader–follower relationship. Key Terms charisma 58 socialized charismatic 59 personalized charismatic 59 transformational leader 60 hubris 60 narcissism 61 vision 62 leadership by storytelling 65 personal brand 68 leadership polarity 75 77 Concerns About Charismatic and Transformational Leadership Copyright 2023 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. 78 Chapter 3 Charismatic and Transformational Leadership Following are suggestions to help a person act in a charismatic manner. All of them relate to well-accepted interpersonal skill techniques. 1. Be sure to treat everyone you meet as the most important person you will meet that day.

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  Project Execution

  A Practical Approach to Industrial and Commercial Project Management

  • Chitram Lutchman(Author)
  • 2016(Publication Date)
  • CRC Press

    (Publisher)

  The principles of situational leadership allow frontline leaders to recognize the maturity state of the worker and to respond to worker needs with Transformational Leadership behaviors as shown in Figure 10.1. Senior Leadership (Strategic Leader) At senior levels in the various project organizations, leadership must dem-onstrate primarily Transformational Leadership behaviors. According to Bass (1990, 53) transformational leaders encourage followers to “transcend their own self interest for the good of the group, organization or society; to con-sider their long term needs to develop themselves rather than their needs of the moment; and to become more aware of what is really important.” Transformational leaders focus on developing the workforce and creating a work environment in which workers feel a sense of belonging, and they are treated fairly; they are motivated and are provided intellectually stimulat-ing and challenging work. Transformational leaders create strong teams by leveraging the abilities of experienced workers while developing less-expe-rienced workers. In the author’s view, the paradigm of the transformational leader is to motivate workers to do more than is expected of them by leverag-ing their creativity and excellence. The author also suggests that such leaders will create an organizational environment that encourages creativity, innovation, pro-activity, respon-sibility and excellence. They often possess moral authority derived from trustworthiness, competence, sense of fairness, sincerity of purpose, and personality. Transformational leaders are also trustworthy and ethical in decision making. Trust is earned by leaders, and it results from consistent demonstrated behaviors of doing the right thing at all times. In addition, transformational leaders have the unique ability to communicate and share 148 Project Execution the organizational vision. They promote involvement, consultation, and par-ticipation.

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  Leaders Who Transform Society:

  What Drives Them and Why We are Attracted

  • Micha Popper(Author)
  • 2005(Publication Date)
  • Praeger

    (Publisher)

  This combination both develops achievement orientation and allows for the ac- cumulation of experiences of success - which is the most meaningful input in building self efficacy (this variable will be elaborated upon with the Transformational Leadership <£&> 7 help of examples in the next chapter). Furthermore, both good parents and transformational leaders provide feedback on performance, instrumental assistance, and above all, emotional support of the type that promotes autonomy and courage. They are also the source of those psychological strengths that are always needed but are vital in times of crisis (as we will see from the biography of outstanding transformational leaders in the next chapter). Although an overview of the factors of Transformational Leadership shows that the weight of the factors that are not included in "charisma" is statistically lower, a scrutiny of the contents of these other factors and the psychological essence that they express indicates that they are decisive in determining the direction of the leadership, especially in the case of Transformational Leadership in everyday life. Without these factors, leader- ship can be a value-less psychological phenomenon. A leader may be able to excite and inflame people, manipulate their feelings in various direc- tions, not all of them meaningful on the personal or social level, some of them extremely destructive. It is the presence of the other aspects beyond charisma that makes the leadership phenomenon positive, creative, leading to achievements and development, and sometimes even noble. It can, as research has shown, bring out the best in the followers and the leaders. In conclusion, the discussion on transformational leaders reveals a broad range of behaviors in terms of style, manner of speech, and naturally, the conditions under which they operated.

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  An Integrative Theory of Leadership

  • Martin Chemers(Author)
  • 2014(Publication Date)
  • Psychology Press

    (Publisher)

  Chapter 6

  Transformational Leadership

   

  Although theorists acknowledge that leadership occurs at all levels of the organization and that the impact of all leaders contributes to organizational performance, a fascination has always existed with the larger-than-life, earth-shaking leaders who do more than transact the mundane concerns of everyday activity. These are the leaders who foment revolutions in politics or commerce and divert the streams of history.

  Despite the glamour of heroic leadership and the long-standing interest of social philosophers in the subject, the scientific literature largely ignored the topic until quite recently. Conger and Kanungo (1987) explained the dearth of research by pointing to three problems inherent in this area of study. The theme, itself, has had mystical and quasi-religious overtones that did not fit well with the sort of down-to-earth empiricism of scientific psychology. Further, the constructs that defined heroic leadership (e.g., extraordinary levels of follower devotion, monumental changes in the existing order) were difficult to define and operationalize. Perhaps most importantly, heroic leaders were not easily available for study. Such figures, after all, appear infrequently and are usually too busy conquering the world to fill out the necessary questionnaires.

  In the late 1970s and the 1980s, interest in so-called “transformational” leadership was given a boost by two coalescing factors. On the scientific front, researchers were becoming frustrated with the limitations of contemporary leadership models in explaining and predicting the powerful impact that leaders seemed to have on organizations. At the same time, increased levels of business competition stimulated interest among practicing managers in ways to improve personal and organizational functioning. Popular interest made it easier for researchers to gain access to top level leaders, and the demand for the findings of the research fueled the work of both empirical researchers and armchair theoreticians. Bass (1990) reported that in the 1981 edition of Bass and Stodgill’s Handbook of Leadership

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  Complexity Leadership

  • Mary Uhl-Bien, Russ Marion(Authors)
  • 2011(Publication Date)
  • Information Age Publishing

    (Publisher)

  Viewing leaders as managers of complex processes may be appropriate in some situations, but in others it may imply too much knowledge and control from top-levels of organizations. Indeed, in many dynamic situa-tions, top-level leaders are too isolated from critical environments (e.g., emerging markets, developing technologies, new knowledge, dynamic political processes, changing religious values, etc.) to be able to construct appropriate visions. As a consequence, the value of transformational lead-ership is limited. Similarly, in many situations leaders may not have the ability to monitor subordinates, or they may lack control over important rewards. These constraints may limit the appropriateness of transactional leadership. Other forms of leadership based on legitimate authority and the respect for rules and traditions that characterize bureaucratic organi-zations may also be inappropriate in complex and dynamic environments. How can leaders be effective in such dynamic situations in terms of motivating and facilitating individual actions or in terms of encouraging effective organizational structures to emerge? The purpose of this chapter is to articulate ways that leaders can effectively influence emerging struc-tures both within and among followers. These processes are especially important when leaders are themselves isolated from critical information on changing environments or when they lack the critical knowledge base that would allow them to appropriately interpret new information. The processes discussed are also important in other leadership situation where they can complement (or work against) more traditional, leader-focused activities. 158 R. G. LORD Leadership, and its relation to emerging structures, is inherently a multilevel phenomenon (Kozlowski & Klein, 2001; Hogue & Lord, 2007).

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  Ethical Dimensions of Leadership

  • Rabindra N. Kanungo, Manuel Mendonca(Authors)
  • 1995(Publication Date)
  • SAGE Publications, Inc

    (Publisher)

  However, the basic psychologi-cal dynamics that seem to operate in the transformational influence process relate to two factors: (a) the internalization by the followers of the leader's vision and (b) the enhancement of the followers' self-efficacy beliefs—that is, the belief that they are capable of working to realize the goals of the vision. The followers' compliance behaviors and their commitment and loyalty to the leader stem from these two factors. The change in the followers' attitudes and values, therefore, results essentially from the leader's empowerment of the followers. Although the several social psychological theories of influence processes and tactics help us to understand the transformational influence effects in leadership, the leader's empowerment strategies and the resulting empowering experience of the followers seem to be critical ingredients to the success of the transformational influence process. As will be seen from the sections that follow, it is implicit and, in fact, inherent to the charismatic leadership process described in Chapter 2. It will be recalled from that description that the charismatic leadership process consists of three stages with a set of behaviors in each stage. The three stages are (a) evaluation of the status quo, (b) formu-lation of organizational goals, and (c) the means to achieve. We shall consider how the transformational influence process is carried out through the activities in each stage. 58 ETHICAL DIMENSIONS OF LEADERSHIP In the first stage—evaluation of the status quo—the critical leader behav-iors are the assessment of the environment, which includes a careful and thorough analysis of the available resources, opportunities, and constraints and of followers' needs and aspirations. It also includes a recognition of the deficiencies in the status quo, particularly in the context of the available opportunities and of followers' needs.

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