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Transformational Leadership

EDUC 524
by

Bobby Walker

on 26 October 2012

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Transcript of Transformational Leadership

Transformational Leadership Margaret Wheatley Transformational Leadership University of Southern California EDUC 524 Dr. Pedro Garcia Fall 2012 by Shanell Leggins Maria Jurado Bobby Walker In 1985 Bernard B. Bass extended the work of Burns (1978) by explaining the psychological mechanisms that underlie transforming leadership. Bass introduced the term "transformational" in place of "transforming". In 1978, Burns first introduced the concept of transforming leadership in his descriptive research on political leaders. James Mac Gregor Burns The Four Dimensions of Transformational Leadership Model Inspirational Motivation
Idealized Influence
Intellectual Simulation
Individualized Consideration “The goal of transformational leadership is to “transform” people and organizations in a literal sense – to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building.” Steven Covey Intellectual Stimulation Stimulates followers to be creative and innovative Encourages followers to challenge their own beliefs and values Supports followers as they try new approaches and develop innovative ways of dealing with organizational
issues Promotes followers thinking things out on their own and engaging in careful problem solving Individualized Consideration Offers support and encouragement to individual follower Keeps line of communication open, so that followers feel free to share ideas Offers direct recognition Fosters supportive relationships Inspirational Motivation Leaders arouse followers by being visionary, motivational & powerful, and confident & captivating Leaders who display charismatic leadership are able to use expressive language that is emotionally appealing Able to communicate a clear vision that is related to the need and values of the followers Behavior that results in follower admiration, respect and trust Manifested when leaders act in a consistent way and are seen as dependable by those who follow Admired as roles models in generating pride, loyalty, confidence, and alignment around shared purpose Idealized Influence Bernard B. Bass Famous Tranformational Leaders Pseudo-Transformational Leadership Advance their own self-interested agendas by dominating and controlling their followers. More interested in becoming personal idols than in the collective ideas that might benefit their followers, as a result they often fail to earn deep-seated respect of their followers. Inspirational motivation is one of the elements of transformational leadership that helps pseudo-transformational leaders appear transformational and what inspires people to follow them. However, although both transformational and pseudo-transformational leaders have the ability to influence their followers to envision and work towards future goals, it is their idealized influence that differentiates them so sharply. Pseudo-Transformational Leadership (Cont) Use their inspirational motivation in the pursuit of their own self-interest. Infamous Pseudo-Transformational Leaders Burns asserts: Transforming leadership is a process in which "leaders and followers help each other to advance to a higher level of morale and motivation". The transforming approach creates significant change in the life of people and organizations. It redesigns perceptions and values, and changes expectations and aspirations of employees relationship, but on the leader's personality, traits and ability to make a change through example, articulation of an energizing vision and challenging goals. Transforming leaders are idealized in the sense that they are a moral exemplar of working towards the benefit of the team, organization and/or community. Transformational leadership occurs 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. Bass added/asserted: The extent to which a leader is transformational depends on the influence they have over other followers. The followers of such a leader feel trust, admiration, loyalty, and respect for the leader and because of these qualities they are willing to work harder than originally expected. These outcomes occur because the transformational leader offers followers something more than just working for self gain; they provide followers with an inspiring mission and vision and give them an identity. The leader transforms and motivates followers through his or her idealized influence (earlier referred to as charisma), intellectual stimulation, and individual consideration. A transformational leader encourages followers to come up with new and unique ways to challenge the status quo and to alter the environment to support being successful. Publisher and management consultant Expert in organizational behavior Wheatley promotes several styles of leadership approach Her work is often compared to Donella Meadows and Dee Hock Wheatley was president of the Berkana Institute Several published works Margaret Wheatley 10 key principles for creating a Healthy Community Change 1) People support what they create 2) People act responsibly when they care 3) Conversation is the way human beings have always thought 4) To change a conversation, change who's in it 5) Expect leaders to come from anywhere 6) Focusing on what is working gives us energy and creativity 7) The wisdom resides within us 8) Everything is failure in the middle 9) Humans can handle anything as long as we are together 10) Generosity, forgiveness, and love
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