Connecting Transformational Leadership and Employee Engagement Interview with Dr. Aisha Taylor

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1 Connecting Transformational Leadership and Employee Engagement Interview with Dr. Aisha Taylor My name is Janelle Callahan, and I'm with CPS HR's Institute for Public Sector Employee Engagement. I'm interviewing my colleague, Aisha Taylor, manager of CPS HR's Licensing and Certification unit, who recently conducted a webinar on the topic of transformational leadership. Aisha, thank you for taking the time to speak with me. First of all, what is transformational leadership? Transformational leadership has been in the works in terms of developing the concept itself since the '80s. It really originated from two books that came out back then. The main idea was that transformational leaders, they engage in a two-way process with those who they lead. It's not just a hierarchical, "I am your leader so you follow me," but it's a way that transformational leaders can interact with the people who they work with that lead to higher levels of motivation, and even ethical behavior, not only on the part of those who are being led, but also on the leader. Leader and follower affect each other, which ultimately raises the level of interaction between people, peoples' conduct or performance, and also the aspirations and even the ethics of both the leader and led. That's where that transforming effect comes in. That's why it's called transformational leadership, because of that leading each other to higher levels. That's the main overall foundational piece of transformational leadership. In the last 30 years, since it's been kind of introduced and then caught on like, the research found that it was pretty effective. There are really four categories of behavior that transformational leaders do. The first is called charisma, or idealized influence. That's when a leader emphasizes and focuses on the greater good of the group... What's best for the organization? What's best for our team?... and then acts on whatever is best for the team or the group with integrity, says they're going to do something and does it, articulates values and follows them. This really helps instill pride in the group or organizational work. It builds trust, and it increases employee optimism and engagement. The second category is called inspirational motivation. This is where a leader really develops and communicates a vision for the team or organization. They help plan for the future, setting goals so that it motivates their peers and direct reports, people that work with them to work toward the plan for the vision. The third category is intellectual stimulation. This is where a leader, instead of having all the answers themselves and saying, "Here's how we should do it," the leader seeks input from others, and they really encourage and really challenge people to think creatively, to think outside the box, to question any assumptions that are being made, to reframe problems, and then from all of that, take appropriate risks that need to be taken in order to solve a problem or come up with a new product or service. Then fourth category is individualized consideration. This is where a leader provides specific and really customized, or focused, attention to an individual's developmental needs, or their goals in life, career development goals, et cetera. They really act as a coach, and they provide continuous feedback on performance, on the progress toward

2 their goals. A lot of it is by asking questions and not just saying, "Here's what you should do," but, "What do you think you should do? What would be helpful in this situation?" Yep. Then one final piece of the individualized consideration is really understanding... It s about understanding their employees' passions and excitement and what motivates them, and then linking that to the organizational mission or vision that they articulate. What do we know about how effective transformational leadership is? We know a good amount. As I said, it's been studied for over 30 years, this concept. This one form of it, transformational leadership, has really emerged as the most dominant and widely studied theory of leadership in the field. A lot of psychologists are studying leadership generally, and transformational leadership is the most effective in a lot of ways, in a lot of settings, not ubiquitously, completely across the board. There are some other very helpful theories of leadership, but transformational leadership, in a recent meta-analysis, which is a study of studies... It looks at all of the studies that have been done on, in this case, leadership. The results of it was that transformational leadership was the most effective in terms of overall employee performance, task performance, so how are employees doing on the specific tasks that they're given, and then also something that's called affective, or relational, measures, where it looked at the interactions between the leaders and those who were being led, supervisors, direct reports, etc., so that it was also very high there as well. One other place where transformational leadership has been shown to be helpful is in something that's called organizational citizenship behaviors. This is kind of that going above and beyond the job description, where you're doing things that help your coworkers, or you're doing things that really help the organization, that are outside the realm of what your actual job is to do. Transformational leadership really helps increase those type of behaviors. What do we know about the impact of transformational leadership on employee engagement? Right, that's a great question. As I was talking about the first category of it, charisma and idealized influence, the research has supported that transformational leadership does help increase employee engagement. There have been a number of studies conducted, and of course it has to be the right context. We're still trying to figure out what the contextual issues are, or the boundary conditions. When does transformational leadership help increase employee engagement, and when are the contextual factors just too much and transformational leadership isn't enough? That's still being studied, but all of the evidence so far is pointing to transformational leadership being a factor that can really help increase employee engagement. One other point to that question there is that the way that we think this happens is because we think that transformational leadership, it can help increase the meaningfulness of someone's work, of the employee's work. Finding meaning in one's work, it's one of the ways, I think, that engagement is even defined, so that's one of the ways that we measure it, right? It's in the survey questions. It's kind of a dimension of engagement, if you will. Since transformational leadership can influence and affect the

3 meaningfulness of one's work, then that's the way that... We think it's like a mediating effect. Transformational leadership leads to increased meaningfulness, which can be interpreted as increased engagement, which leads to higher performance or more organizational citizenship behaviors, where they're going above and beyond the job. What got you interested in this topic? I got interested in it through my research in workplace diversity. When I first applied to graduate school actually, to my IO psychology PhD program, my main focus was on diversity. As I was reading all of the literature, one of the main ways that diversity can have a positive impact on an organization is if the leadership does certain things. One of those things is if leaders are displaying transformational leadership behaviors. From that interest, my dissertation was on transformational leadership and diversity, and how that can help increase employee creativity at work, and found some good, positive results there; You are also, as I mentioned, the manager of CPS HR's Licensing and Certification unit. You develop exams for a wide variety of clients, and you manage large projects with teams, team members all over the US and Canada. What aspects of transformational leadership do you apply in this role? First, I will say that I'm sure I can do it better. I'm sure we all think that. We can always continually improve. I think that's actually a hallmark of a transformational leader is that continual learning, continual improvement. The fact that my team is half remote and half from the Sacramento office is a challenge, and it's something that I've worked on for the past two years to try to figure out how do we keep the team as engaged as possible? One of the things that I do in terms of that fourth dimension, individualized consideration, is I set up biweekly meetings. Every other week I set aside a half hour to meet with each of my direct reports. That time is golden. Even if things are busy, that's really important to me that I meet with my direct reports every other week for a half hour, and of course, as they need as well. That meeting, and then being available as much as possible to them whenever they need me is one of the things that I do. Another thing that we've done for the past, I think, year and a half or so is that during our weekly team meetings, we always start with catching up with each other. There's always a prompt where I'm asking them, "What's your favorite thing about the fall?" or, "What's a childhood memory that you have that you would like to share with the team?" Something so where the whole team is getting to know each other, and we have that time where it's not just task-oriented, but it's relationship-oriented, so that they know that I care about them, we know that we care about each other, and that that time is prioritized. Even when it's very busy, that's really important. The, I think, third thing that I'll mention is that it was very important for me to set team values, vision, and mission. One of the things that we did in one of our first team-building meetings is we had the whole team go through this very long list of probably 100 different values. I asked the team to circle their top 10 values, individually, right? This is an individual exercise. Everyone had a sheet in front of them. We did that, and then I said, "All right, now cross out five." They had to choose their top five, and all the way down,

4 winnowed it down to two or three. Then I asked each person to share their top two or three values. From there, seeing what everybody's individual values are, we saw some alignment and some overlap, and developed our team values from that. It's something that I have at the top of every weekly agenda that we have, and also so that we know, "All right, if there's a decision point, how do you respond? Respond according to your values." That can be vague, but at least there's some type of overarching guidance there. Then, of course, vision. That's that second category of transformational leadership, develop and communicating a clear and compelling vision. That's what I've done as well. Our team is called the Test Development Team, but what we do is broader than that. We really do build credentialing programs that help protect the public. We focus on three main industries of focus. Defining that and making it very clear that what we're doing can help save lives, and making that connection to what can be monotonous work, putting together exams and making sure they're perfect and beautiful, connecting it to the purpose of it has been really helpful, I think, for our team to buy in and be engaged further, and know how each their own roles connects to the larger picture. Those are some things I've done. Generally, in meetings I try to be as optimistic and positive as possible, in terms of that first category of charisma and idealized influence. Definitely try as much as possible, of course, to live out my values, and do whatever I can, do everything that I do with integrity, and make sure I'm not going against things that are very important to me, and being as ethical in every way as possible. Those are some areas that I have focused on. Is there anything else that you'd like to add? Anything I forgot to ask? I think the coolest thing to me about transformational leadership is that it just seems to ubiquitously effective. It's working in other cultures. It's working across industries. It's great because it's not that hierarchical, "You do this, and I tell you what to do and you do it," but it is the more participatory, and caring about employee engagement, and caring about each individual person that characterizes the most effective form of leadership. Especially in today's climate, that is good knowledge to have, and we need to get that out there more. Great. Aisha, thank you so much for taking the time to speak with me, and to give everyone a preview of the webinar. Please go to our website at cpshr.us and click on the Resources link to watch the recording of Dr. Taylor's webinar on transformational leadership. Thank you.

5 About Dr. Aisha Taylor, Ph.D. Dr. Taylor is a Manager at CPS HR Consulting and has over 13 years of human resources experience in many industries, including government, nonprofit, education, construction, and healthcare. She has designed and delivered numerous trainings, facilitated multiple high-level meetings, and performed a full range of services for employment and certification test development. Dr. Taylor s specialty is providing strategic planning, training, and coaching on inclusive leadership, diversity, and inclusion. Her passion is to help organizations be more effective in achieving their goals by becoming more safe, fun, fair, and inclusive for all who participate. She earned a Ph.D. in Industrial-Organizational Psychology at Portland State University. Her areas of academic research include workplace leadership, innovation, diversity and inclusion. She has co-authored two book chapters, presented at numerous conferences, and taught courses on Strategic Staffing & Selection and Employee Motivation.

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