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EFFECTIVE LEADERSHIP

The need to be a Transformational Leader and not a Transactional Leader.Copyright 2014 EDWIN MANICA
by

Edwin Manica

on 20 March 2015

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Transcript of EFFECTIVE LEADERSHIP

Transactional Leadership
vs
Transformational Leadership.

EFFECTIVE LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
This role enhances the motivation, morale, and job performance of followers through a variety of mechanisms.

These include:
connecting
the follower's sense of
identity
and
self
to the
project
and the collective identity of the
organization
;
being
a role model for followers
that
inspires
them and makes them interested;
challenging followers
to take greater ownership for their work, and
understanding
the strengths and weaknesses of followers, so the leader can
align
followers with tasks that
enhance their performance
.
KEY DIFFERENCES
Transactional Leadership
SUMMARY
An Effective Leader is a
Test if you are a Transformational Leader
Ronald E. Riggio, Ph.D (2009) lists a few traits of a transformational leader to test individuals:

1. I would never require a follower to do something that I wouldn't do myself.
2. I have clear goals for my team.
3. I find it comes natural to inspire others.
4. I celebrate the talents and successes of my followers.
5. I am attentive when it comes to the personal needs of my followers.
6. I challenge my followers to get out of their comfort zones.
7. I believe that team work is the way to success.
8. I encourage my followers to question their most basic way of thinking.
9. Followers have told me that my enthusiasm and positive energy are infectious.
TRANSACTIONAL
LEADERSHIP
Also known as
managerial
leadership, focuses on the role of supervision, organization, and group performance; transactional leadership is a style of leadership in which the leader promotes
compliance
of his/her followers through both rewards and punishments.

Unlike Transformational leadership,
leaders using the transactional approach are not looking to change the future
, they are
looking to merely keep things the same
. Leaders using transactional leadership as a model pay attention to followers' work in order to
find faults and deviations
.

This type of leadership is
effective in crisis and emergency situations
, as well as for projects that need to be carried out in a specific way.
edwin.manica@yahoo.com.au
http://www.linkedin.com/pub/edwin-manica/2a/b26/a68
Copyright 2014 EDWIN MANICA
Transformational Leadership
Lead by Pulling

Inspiring

Creating achievable, though challenging expectations

Enable people to use their own initiative
Lead by Pushing

Ordering

Manipulate


Denying or Constraining people
KEY DIFFERENCES
Transactional Leadership
Transformational Leadership
Leadership is
proactive

Works to
change
the organizational culture by implementing
new ideas

Employees achieve objectives through
higher ideals and moral values

Motivates followers by encouraging them to put
group interests
first

Individualized consideration: Each behavior is directed to each individual to
express consideration and support

Intellectual stimulation:
Promote creative and innovative ideas
to solve problems
Leadership is
responsive

Works
within
the organizational culture


Employees achieve objectives through
rewards and punishment
s set by leader

Motivates followers by appealing to their own
self-interest

Management-by-exception:
maintain the status quo
; stress correct actions to improve performance
Theory X and Theory Y
Transactional Leadership
Transformational Leadership
Theory X and Theory Y framework proposed by McGregor in his classic book The Human Side of Enterprise (1960) consists of two alternative set of assumptions.
Theory X perceives
employees to be lazy, irresponsible and untrustworthy,
while according to theory Y
employees are approached as one of the most valuable assets of the company.
Theory X
Theory Y
First of all
There is a huge difference between a MANAGER and a LEADER
Thank you
MANAGERS
LEADERS
Relationship with team -
Influence

Relationship with team-
Leader and Follower

Focus - on Planning and Budgeting as
establishing direction

Focus - on Organizing and Staffing as
aligning people

Focus - on
Motivating
and
Inspiring
people

Produces
Useful
,
Dramatic

Change
Relationship with team -
Authority

Relationship with team -
Manager and Subordinate

Focus - on Planning and Budgeting as a
task

Focus - on Organizing and Staffing as a
task

Focus - on
Controlling
and
Problem Solving

Produces
Predictability
,
Order
and
Consistency
Who would
YOU
like to report to?
MANAGER ??
A Transformational Leader delivers the best value for the organization and brings the best out of the people, all the time.

Burns, J.M. (1978) Leadership. New York. Harper & Row, Onursal Arkan.
Bass, B.M. & Avolio, B.J. (Eds.). (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.
McGregor, D, 2002, Theory X and Theory Y, Workforce, Vol.81, Issue 1
http://en.wikipedia.org/wiki/Transactional_leadership
http://en.wikipedia.org/wiki/Transformational_leadership
http://www.johnmaxwell.com/blog/should-i-stay-or-should-i-go
REFERENCES
Who would
YOU

like to report to?
or
a Transactional Leader ???
a Transformational Leader ???
"The Golden Rule"
Whom would YOUR TEAM
like to report to?
"Do unto others, as you would have them do unto you,"
a MANAGER or a LEADER?
a TRANSACTIONAL LEADER or
a TRANSFORMATIONAL LEADER?
Transformational Leader
3 questions people ask about a leader when determining how far and for how long they will follow him/her.
Question #2: Can you help me?
JOHN MAXWELL
Question #1: Do you care for me?
(1) “Do you care enough to think of me?”
List the names of the people you lead. Think about them every day—the challenges they’re facing, the responsibilities they’re carrying, and the resources and training they need. 
Thank them every week for something specific they have contributed to your team. In addition, do something thoughtful every month to demonstrate that you value them as a teammate.

(2) “Do you care enough to listen to me?”
Wal-Mart founder Sam Walton understood how important listening is for leading well. “Asking for and hearing people’s opinion has a greater effect on them than telling them ‘good job.’” Effective leaders allow others to tell them what they need to hear, not necessarily what they want to hear.

3) “Do you care enough to believe in me?”
It’s wonderful when the people believe in their leaders, but it’s more wonderful when the leaders believe in their people.

4) “Do you care enough to be honest with me?”
Leaders must walk the balance beam of care and candor. Caring values the person; candor values the person’s potential. Whereas caring establishes the relationship, candor expands it. Caring defines the relationship, but candor directs it. While caring should never suppress candor, candor should never displace caring.
Question #2: Can you help me?

(1) Can you help me do the right thing?

The most difficult things to get people to do are to think clearly and to prioritize their time. Whereas managers want their people to do things right, leaders make sure their people do the right things.

(2) Can you help me see my place in the vision?
People need a picture of tomorrow that brings passion today; leaders help them paint it.


(3) Can you help me develop my potential?
Leadership is not about repairing people’s deficiencies but about discovering, developing, and unleashing their strengths.
Question #3: Can I trust you?
(1) Can I trust you to live what you teach?
Trust is the bedrock of relationships, and followers evaluate the trustworthiness of leaders according to 1) whether or not their actions align with their professed values and 2) whether or not the leaders deliver on the promises they make.

(2) Can I trust you to be accountable?
Accountable leaders are willing to explain their actions and to take responsibility for the team’s results. They operate transparently, and they take the blame when things go badly rather than pointing the finger at others.

(3) Can I trust you enough to give you my best?
John Ortberg describes what is at stake when a follower chooses to trust a leader. “When I trust you, I take a little piece of myself...my stuff, my time, my money, my heart...and put it in your hands. And then, I am vulnerable. Then you respond, and I find out whether
 you are trustworthy and dependable.”
Today’s workers are looking for more than a paycheck; they want to do something meaningful in a place where they feel a sense of belonging. Abuse their trust, and they will quickly take their time and talent elsewhere.
Have a minimum 2 hour, every 2 week, for self reflection
Reflect on:
Was I
Managing
, or
Leading
the team?
Was I a
Transactional
Leader, or
Transformational
Leader?
Use the 9 Transformational Leader Questions
Am I in
Theory X
or
Theory Y
?
With my direct reports, How well did I
1) show
care
?
2) add
value
to them?
3) earn their
trust
?
PRACTICAL STEPS
Best at the end of the workweek (Friday afternoon).
Outlook Calendar Booked/Blocked out.
The 3 types of Learning
REMEMBER
Experienced Based Learning
On the job learning
is key to gaining skills and knowledge. Through performing new tasks, stretch assignments and project work, you will gain valuable experience that will be the most common and effective form of learning.
Relationship Based Learning
Mentoring, coaching and team development activities
are some of the ways that focus on relationships as a critical avenue for guiding specific growth and development
Program Based Learning
Engaging in
structured

courses
off the job provides an essential extension to existing skills.
LEADER??
or
Most Effective
Least Effective
Experienced Based Learning
We are HERE today
People Don't Leave Companies
They Leave BAD Managers or BAD Leaders!
NOTE
SO...THE GOOD EMPLOYEES LEAVE...
BUT THE WORSE IS THAT.....
THE BAD ONES STAY
What should I do now..to retain the good employees.....while I develop my Leadership skills??
Question #1: Do you care for me?
Question #3: Can I trust you?
Full transcript