chapter 8 assignment- double spaced

Transformational Leadership

Chapter 8

2Northouse, Leadership 8e. © SAGE Publications, 2019.

Overview

 Transformational Leadership (TL) Perspective

 A Model of Transformational Leadership

 Transformational Leadership Factors

 Full Range of Leadership Model

 The Additive Effects of TL

 Other Transformational Leadership Perspectives

 How Does the Transformational Approach Work?

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Transformational Leadership

Description

 Process–TL is a process that changes and transforms
individuals, both leaders and followers.

 Influence–TL involves an exceptional form of influence
that moves followers to accomplish more than what is
usually expected.

 Core elements–TL is concerned with emotions, values,
ethics, standards, and long-term goals.

 Encompassing approach–TL describes a wide range
of leadership influence where followers and leaders are
bound together in the transformation process.

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Types of Leadership Defined (Burns, 1978)

5

TRANSACTIONAL

Focuses on the

exchanges

that occur

between leaders

and their followers TRANSFORMATIONAL

Process of

engaging with others

to create a connection

that increases

motivation and morality

in both the leader and

the follower

Focuses on the

leader’s

own interests

rather than the

interests of his or

her followers

PSEUDO-

TRANSFORMATIONAL

Northouse, Leadership 8e. © SAGE Publications, 2019.

Types of Leadership Defined

(Burns, 1978)

6

TRANSACTIONAL

Focuses on the

exchanges

that occur

between leaders

and their followers

No new taxes = votes

Turn in assignments = grade

Surpass goals = promotion

The exchange dimension is so

common that you can observe

it at all walks of life.

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Types of Leadership Defined

(Burns, 1978)

7

 Leaders who are

 transforming but in a

negative way

 self-consumed,

exploitive; power-

oriented, with

warped moral values

 Includes leaders like

 Adolph Hitler

 Saddam Hussein

PSEUDOTRANSFORMATIONAL

 Focuses on

the

leader’s

own interests

rather than the

interests of his or

her followers

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Pseudotransformational
(Christie, Barling, & Turner, 2011)

Four experimental studies => model of

pseudotransformational leadership

1) Self-serving

2) Unwilling to encourage independent thought in

followers

3) Exhibits little general caring for others

4) Uses inspiration and appeal to manipulate followers

for his or her own ends

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Types of Leadership Defined Burns

(1978)

9

TRANSFORMATIONAL

Process of

engaging with others

to create a connection

that increases

motivation

and morality in both the

leader and the follower

 Leader is attentive to the needs and motives of followers

and tries to help followers reach their fullest potential.

• Mohandas Gandhi raised

the hopes and demands of

millions of his people and in

the process was changed

himself.

• Ryan White raised people’s

awareness about AIDS.

Northouse, Leadership 8e. © SAGE Publications, 2019.

Transformational Leadership and

Charisma
Definition

 Charisma–A 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 (Weber, 1947).

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 Charismatic Leadership Theory (House, 1976)

 Charismatic leaders act in unique ways that have specific

charismatic effects on their followers.

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Theory of Charismatic Leadership

11

(House, 1976)

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Theory of Charismatic Leadership
(Shamir, House, & Arthur, 1993)

Later Studies

 Charismatic Leadership:

 Transforms follower’s self-concepts; tries to link identity of

followers to collective identity of the organization

• Forge this link by emphasizing intrinsic
rewards and de-emphasizing extrinsic rewards

• Throughout process, leaders
▪ express high expectations for followers

▪ help followers gain sense of self-confidence and

self-efficacy

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Model of Transformational Leadership (Bass, 1985)

 Expanded and refined version of work done by Burns
and House. It included
• More attention to followers’ rather than leader’s needs

• Suggested TL could apply to outcomes that were not positive

• Described transactional and transformational leadership as a
continuum

 Extended House’s work by

• Giving more attention to emotional elements and origins of
charisma

• Suggested charisma is a necessary but not sufficient condition
for TL

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Model of Transformational Leadership
TL motivates followers beyond the expected by

▪ raising consciousness about the value and importance of specific
and idealized goals

▪ transcending self-interest for the good of the team or organization

▪ addressing higher level needs

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Transformational Leadership Factors

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Full Range of Leadership Model

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Transformational Leadership Factors:

The 4 Is
 Idealized Influence

 Acting as strong role models

 High standards of moral and ethical conduct

 Making others want to follow the leader’s vision

 Inspirational Motivation

 Communicating high expectations

 Inspiring followers to commitment and engagement in

shared vision

 Using symbols and emotional appeals to focus group

members to achieve more than self-interest

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Transformational Leadership Factors:

The 4 Is
 Intellectual Stimulation

 Stimulating followers to be creative and innovative

 Challenging their own beliefs and valuing those of leader and

organization

 Supporting followers to

 Try new approaches

 Develop innovative ways of dealing with organization issues

 Individualized Consideration
 Listening carefully to the needs of followers

 Acting as coaches to assist followers in becoming fully

actualized

 Helping followers grow through personal challenges

 For example, showing optimism helps employees become more

engaged in their work (Tims et al., 2011)

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The Additive Effect of Transformational
Leadership

Augments impact on employee’s performance
and company profit (Rowald & Heinitz, 2007)

Positively related to job satisfaction and
performance (Nemanich & Keller, 2007)

Boosts employee engagement and optimism
(Tims, et. al., 2011)

TL leaders more likely to promote employee’s
achieving their mastery goals (Hamstra, et.al.,2014)

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Transactional Leadership Factors

Contingent Reward
 The exchange process between leaders and followers in

which effort by followers is exchanged for specified rewards

 For example, how much TV a child can watch after practicing
piano.

Management-by-Exception

 Leadership that involves corrective criticism, negative
feedback, and negative reinforcement

 Two forms

• Active–Watches follower closely to identify mistakes/rule
violations

• Passive–Intervenes only after standards have not been met
or problems have arisen

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Nonleadership Factor

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Laissez-Faire

The Absence of Leadership
 A hands-off, let-things-ride approach

 Refers to a leader who

 abdicates responsibility,

 delays decisions,

 gives no feedback, and

 makes little effort to help followers satisfy their needs.

 May also be a strategic choice by leader to

acknowledge subordinates’ abilities

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Individualized Consideration

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Bennis and Nanus (1985)

Four Leader Strategies in Transforming

Organizations

 Clear vision of organization’s future state

 TL’s social architect of organization

 Create trust by making their position known and

standing by it

 Creatively deploy themselves through positive self-

regard

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Kouzes and Pozner (1987, 2002)

Model consists of five fundamental practices

 Model the Way

 Inspire a Shared Vision

 Challenge the Process

 Enable Others to Act

 Encourage the Heart

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How Does the Transformational

Leadership Approach Work?

 Focus of Transformational Leadership

 Strengths

 Criticisms

 Application

25Northouse, Leadership 8e. © SAGE Publications, 2019.

Transformational Leadership

Focus of Transformational

Leaders

 TLs empower and nurture
followers

 TLs stimulate change by
becoming strong role
models for followers

 TLs commonly create a
vision

 TLs require leaders to
become social architects

 TLs build trust and foster
collaboration

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Overall Scope

 Describes how leaders

can initiate, develop, and

carry out significant

changes in organizations

Northouse, Leadership 8e. © SAGE Publications, 2019.

Strengths

 Broadly researched. TL has been widely researched, including a

large body of qualitative research centering on prominent leaders

and CEOs in major firms.

 Intuitive appeal. People are attracted to TL because it makes sense

to them.

 Process focused. TL treats leadership as a process occurring

between followers and leaders.

 Expansive leadership view. TL provides a broader view of

leadership that augments other leadership models. Contributes to

leader’s growth.

 Emphasizes followers. TL emphasizes followers’ needs, values,

and morals.

 Effectiveness. Evidence supports that TL is an effective form of

leadership.

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Criticisms

 Lacks conceptual clarity
 Dimensions are not clearly delimited

 Parameters of TL overlap with similar conceptualizations of leadership

 Unclear whether dimensions are simply descriptions of TL

 Measurement questioned
 Validity of MLQ not fully established

 Some transformational factors are not unique solely to the

transformational model

 TL treats leadership more as a personality trait or predisposition

than a behavior that can be taught

 No causal link shown between transformational leaders and

changes in followers or organizations

 TL is elitist and antidemocratic

 Suffers from heroic leadership bias

 Has the potential to be abused

 May not be well-received by millennials

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Application

 Provides a general way of thinking about leadership that
stresses ideals, inspiration, innovations, and individual
concerns

 Can be taught to individuals at all levels of the
organization

 Able to positively impact a firm’s performance

 May be used as a tool in recruitment, selection,
promotion, and training development

 Can be used to improve team development, decision-
making groups, quality initiatives, and reorganizations

 The MLQ and Sosik and Jung (2010) guide help leaders
to target areas of leadership improvement

29Northouse, Leadership 8e. © SAGE Publications, 2019.