INTRODUCTION DEFINITIONS TRANSFORM LEAD
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1 DEFINITIONS INTRODUCTION TRANSFORM To change in composition or structure To change the outward form or appearance of To change in character or condition LEAD To guide on a way, especially by going in advance To provide a course or direction To serve as a channel for Merriam- Webster Dictionary, m- w.com Transformational Leadership Overview 1
2 INTRODUCTION THE TRANSFORMATIONAL LEADERSHIP MODEL TRANSFORMATIONAL LEADERSHIP Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration Contingent Reward Management by Exception o Active o Passive TRANSACTIONAL LEADERSHIP Though some researchers have conceived of these two styles of leadership as separate and distinct with individuals preferring one to the exclusion of the other further research suggests that both are necessary for strong leadership. Transformational leadership styles build on the transactional base in contributing to the extra effort and performance of followers. (Bass, 1997) 2 Transformational Leadership Overview
3 INTRODUCTION THE TRANSFORMATIONAL LEADERSHIP MODEL Idealized Influence This aspect represents the extent to which a leader is able to inspire and influence followership. This is primarily accomplished by: relating positively with followers sacrificing on behalf of the group appealing to values Inspirational Motivation This aspect represents the extent to which a leader is able to convince followers to identify with him or her and work together toward a common end. This is primarily accomplished by utilizing: an attractive vision of the future symbolic communication optimism and enthusiasm Intellectual Stimulation This refers to the ability of the leader to challenge followers assumptions, and involve them in collective problem solving. This is primarily accomplished by: seeking input encouraging innovation and creativity empowering action Individualized Consideration This refers to the degree to which the leader treats each follower as an individual rather than a collective group member. This is primarily accomplished by: recognizing and attending to unique individual needs active listening individual coaching Transformational Leadership Overview 3
4 DEFINING YOUR VISION VISION IS THE CATALYST A clear and compelling vision is the catalyst for change, engagement, and progress. VISION v Aligns people v Facilitates goal setting and action planning v Is the embodiment of your core values v Is both process and product A vision describes a realistic, credible, attractive future for the organization, a condition that is better in some important ways than what now exists. A vision is a target that beckons. - Bennis and Nanus (1985) VISION vs. MISSION STATEMENTS Vision and Mission are two distinct and quite different statements about an organization, and it is crucial for you as a leader to understand and be able to communicate about the differences. A concerns an organization s path - Kind of organization to be created The of an organization focuses on its purpose - Current product and service offerings 4 Transformational Leadership Overview
5 DEFINING VISION DEFINING YOUR VISION KEY ELEMENTS v Articulates your aspirations v Provides a panoramic view of where we are going v Charts a strategic path v Is distinctive and specific v Captures emotions and steers people in a common direction v Is challenging and a bit beyond reach EFFECTIVE VISION Imaginable Conveys a picture of what the future will look like Desirable Appeals to long- term interests Feasible Is realistic Focused Is clear enough to help guide decision- making Flexible Is general enough for individual initiative, and adjustment to changing conditions Comprehensible Is easy to communicate can be explained within 5 minutes INEFFECTIVE VISION Vague or Incomplete Short on specifics Unappealing NOT Feasible Is unrealistic Too Broad So all- inclusive that any direction or opportunity could be included Too Rigid Is too formulaic or dictatorial; doesn t allow for inputs Too Reliant on Superlatives Doesn t say much beyond best, most successful, leader Kotter, J. (1996) Transformational Leadership Overview 5
6 LEVELS OF VISION DEFINING YOUR VISION Often the examples we see are Organizational Vision statements, but there are several levels of vision accompanying the various levels and roles within an organization. OrganizaTon College/VP Department Individual/Role PAYOFFS OF AN EFFECTIVE VISION Crystallizes long- term direction Reduces risk of rudderless decision- making Creates a committed enterprise where people enthusiastically pursue efforts to make the vision a reality Provides a beacon to keep strategy- related actions of all on a common path Helps prepare for the future 6 Transformational Leadership Overview
7 DEFINING YOUR VISION FOCUSING ACTIVITY: VISION NOTES Transformational Leadership Overview 7
8 DEFINING YOUR VISION NOTES: 8 Transformational Leadership Overview
9 COMMUNICATING YOUR VISION FORMULATING and CRYSTALIZING THE VISION Despite what many may believe, vision statements don t strike as a spontaneous realization it is not some miraculous apparition borne from a mysterious origin. In truth, vision statements aren t created out of thin air! In formulating a vision, leaders need to v Gather information from inside and outside their part of the organization v Process the information to creatively, and intuitively integrate it v Conceptualize the vision through an iterative process v Evaluate the vision in the short and long term Look inward to identify what you are passionate about Include others aspirations Explore your past Discover a common purpose Transformational Leadership Overview 9
10 RESOURCES Avolio, B. J., Bass, B. M., & Jung, D.I. (1999). Re- examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Avolio, B.J., Luthans, F., Walumba, F.O. (2004). Authentic leadership: Theory building for veritable sustained performance. Working paper: Gallup Leadership Institute, University of Nebraska- Lincoln. Avolio, B., Walumbwa, F., & Weber, T. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60(1), Bass, B.M. (1997). Does the transactional- transformational paradigm transcend organizational and national boundaries? American Psychologist, 22, Bennis & Nanus (1985). Leaders: The Strategies for Taking Charge. New York: Harper and Row. Conger, J. A., & Pearce, C. L. (2003). A landscape of opportunities: Future research in shared leadership. In C. L. Pearce & J. A. Conger (Eds.), Shared Leadership (pp ). Thousand Oaks, CA: Sage. Erickson, R. J. (1995). The importance of authenticity for self and society. Symbolic Interaction, 18(2), Holmes, J. (2009). Transformational Leadership Training: Transforming principles into action. Hord, Rutherford, Huling- Austin, & Hall (1987). The Concerns- Based Adoption Model (CBAM): A Model for Change in Individuals. Judge, T.A., & Piccolo, R.F. (2004). Transformational and transactional leadership: A meta- analytic test of their relative validity. Kotter, J. (1996). Leading Change. Boston, MA: Harvard Business School Press. Schwartz, S. H. (1999). A Theory of Cultural Values and Some Implications for Work. Applied Psychology: An International Review, 48 (1), De Bono, E. (1999). Six Thinking Hats. New York: Back Bay Books. Shamir, B. & Eilam, G. (2005). What's your story? : A life- stories approach to authentic leadership development, The Leadership Quarterly. Shamir, B., House, R. J., and Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self- concept based theory, Organizational Science, 1993 (4), pp Transformational Leadership Overview
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