Transcript Leadership styles

Leadership Styles:
Transformational Leadership
PRINCIPLE
USE __________ LEADERSHIP STYLE
FOR LEADERSHIP EFFECTIVENESS
To be decided
The Path of Leadership
Transition & Development
Laissez-faire
Transactional
Transformational
Leadership
Leadership
Leadership
Hands-off
Ultimate
©2010 Alex Stajkovic
The Path of Leadership Transition/Development
Laissez-faire
Transactional
management
Transformational
Leadership
Ultimate
Hands-off
©2010 Alex Stajkovic
The Three Fundamental Styles
Laissez-Faire
Usually results in no (productive) outcomes
Transactional
Results in expected outcomes
Transformational Leadership
Results in above and beyond outcomes
©2010 Alex Stajkovic
TRANSFORMATIONAL LEADERSHIP
Provides above and beyond motivation
for above and beyond performance through:
Score =
/ 12
CHARISMA
Idealized influence
Score =
/ 12
Score =
INSPIRATION
Motivating vision
/ 12
INTELLECTUAL
STIMULATION
TRANSACTIONAL LEADERSHIP
Expected effort is transacted
into expected outcomes by:
Score =
/ 12
Score =
Contingent reward positive
reinforcement
/ 12
Management by
exception – negative
reinforcement
NONLEADERSHIP
Hands off
Score =
/ 12
Laissez-faire
Score =
/ 12
INDIVIDUALIZED
CONSIDERATION
Add-on effect of transformational leadership
Transformational
Leadership
Transactional
approach
Current
state of
expected
subordinate
effort
Normal
expected
subordinate
performance
©2010 Alex
Heightened
motivation to
attain
designated
outcome
(extra effort)
Subordinate
performance
beyond
normal
Stajkovic
expectations
TRANSFORMATIONAL LEADERSHIP
IDEALIZED
INFLUENCE
INDIVIDUALIZED
+ CONSIDERATION +
INSPIRATIONAL
MOTIVATION
+
INTELLECTUAL
STIMULATION
TRANSACTIONAL LEADERSHIP
MANAGEMENT BY
EXCEPTION
+
EXPECTED
OUTCOMES
CONTINGENT
REWARD
©2010 Alex Stajkovic
PERFORMANCE
BEYOND
EXPECTATIONS
Transactional Style, Factor 1
CONTINGENT REWARDING
by applying the principles of
Positive Reinforcement
Refers to an exchange process between leaders
and followers in which efforts by followers is
exchanged for specified rewards
©2010 Alex Stajkovic
Video Example, Contingent Rewarding
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Cons: _____________________
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©2010 Alex Stajkovic
Transactional Style, Factor 2
MANAGEMENT BY EXCEPTION
by applying the principles of
Negative Reinforcement and Punishment
A-priori (proactive)
Post-hoc (retroactive)
©2010 Alex Stajkovic
Video Example, Management by Exception
Pros: _____________________
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Cons: _____________________
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©2010 Alex Stajkovic
What Do Transformational Leaders Do
to Win the Hearts and Minds
of the Followers?
©2010 Alex Stajkovic
Transformational Leadership Factors - I
CHARISMA
or IDEALIZED INFLUENCE
The charisma factor describes leaders who
are “special” and who make others want
to follow the vision they put forward.
©2010 Alex Stajkovic
Charisma & Charismatic Leaders
Charisma = “Gift”
“CHARISMA DESCRIBES LEADERS WHO BY FORCE OF THEIR
PERSONAL ABILITIES ARE CAPABLE OF HAVING PROFOUND
AND EXTRAORDINARY EFFECTS ON FOLLOWERS”
Charismatic leaders are those who “reveal a transcendent
Mission or course of action which may be in itself
Appealing to the potential followers, but which
Is acted upon because the followers believe
Their leader is extraordinarily gifted”
(Max Weber, 1947, p. 358)
Learning about
Charismatic Leadership
• What are the Personal Characteristics of
Charismatic Leaders?
• What are the Behaviors of Charismatic
Leaders?
• What are the Effects of Charismatic
Leadership on Followers?
Charisma – Value Neutral?
Is Charisma Value Neutral?
Ethical vs. Unethical Charismatic Leaders
What do Ethical Charismatic Leaders Do?
What do Unethical Charismatic Leaders Do?
Transformational Leadership Factors - II
VISION
Or INSPIRATIONAL MOTIVATION
Leaders communicate high expectations to
followers, inspiring them to become
committed to a shared vision.
©2010 Alex Stajkovic
Visions
“I have a dream …”
“Ask not what your country can do for you.
Ask what you can do for your country”
Carpe Diem! “Seize the day”
“Win one for the Gipper”
Transformational Leadership Factors - III
INTELLECTUAL STIMULATION
Leader stimulates followers to be
intellectually creative, and to
challenge their own beliefs and assumptions
as well as those of the leader and organization.
©2010 Alex Stajkovic
Transformational Leadership Factors - IV
INDIVIDUALIZED CONSIDERATION
Leaders provide a supportive climate and
listen to the individual needs of followers.
Leaders act as coaches in trying to assist
individuals in becoming self-actualized.
©2010 Alex Stajkovic
Comparison Matrix
Management
by exception
Contingent
rewarding
Transactional
Transactional
Transformational
Leadership
Focus
Reprimands
Rewards
Vision
Source of
Power
Authority
Reward
Exchange
Inspiration
Source of
Direction
Manager
Manager
Leader
Fear-Based
Compliance
Calculative
Compliance
Emotional
Commitment
Subordinate
Response
©2010 Alex Stajkovic
Video Example of Transformational Leadership
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Cons: _____________________
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©2010 Alex Stajkovic
Applied Findings: The Aircraft
Career Leadership Exercise
A Real-Life Example
There will be a handout
©2010 Alex Stajkovic
The Aircraft Carrier
Leadership Case Analysis
It’s nighttime. The huge aircraft carrier is headed into the wind. Operations are in full swing;
about every 75 seconds, a fighter jet is launched. Recovery of planes is also taking place. This is
a night operations training exercise that will receive a performance score by observers.
About 1a.m. the carrier admiral leaves the bridge and goes to bed. This admiral has been in
command of this aircraft carrier for only three weeks. He realizes his command will be watched
very closely during his important exercise.
Operations continue; you can feel the special tension during night operations. The aircraft
carrier continues to launch and recover the planes with a quiet professionalism.
Down below, in the bowels of the ship, a young sailor - an apprentice mechanic -finishes his
shift. He returns his tools to the cabinet, checking each item off the checklist. Earlier he had
been working on the flight deck.
The sailor feels his stomach tighten: a wrench is missing. He searches his kit and his pockets
carefully. He inspects the area meticulously but still can’t find it. He knows he’s in trouble if the
chief petty officer finds out. Briefly, he considers hitting the sack; no one will ever know. Now,
you may be asking why all this fuss about a wrench, but the sailor knows the potential damage
a wrench can cause if it’s sucked into an aircraft engine during a launch. It can cause a crash.
Reluctantly he goes to his chief petty officer and reports the missing wrench. The report quickly
goes up the chain of command. Within minutes, the air-boss orders a launch of operations to
be suspended while a walk-down of the huge flight deck is undertaken. In a walk-down, a line of
officers and enlisted men walk shoulder to shoulder across the flight deck, from one end to the
other, searching every square inch for debris.
Because of the delay, the score for the exercise is ruined.
Early the next morning, the young sailor who lost the wrench is escorted by a marine to the
admiral’s office. Needless to say, the admiral is disturbed that the first exercise under his
command will not be considered a success. The young sailor comes to attention before the
admiral. The admiral hesitates, takes a breath, and then says …
Well, what does the admiral say?
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Applied Findings: The CEO Summit
A Real-Life Example #2
©2010 Alex Stajkovic
TRANSFORMATIONAL LEADERSHIP
Provides above and beyond motivation
for above and beyond performance through:
Mean = 9.53 / 12
Mean = 9.53 / 12
Mean = 9.68 / 12
Mean = 9.32 / 12
CHARISMA
Idealized influence
INSPIRATION
Motivating vision
INTELLECTUAL
STIMULATION
INDIVIDUALIZED
CONSIDERATION
TRANSACTIONAL LEADERSHIP
Expected effort is transacted
into expected outcomes by:
Mean = 9.26 / 12
Mean = 7.21 / 12
Contingent reward positive
reinforcement
Management by
exception – negative
reinforcement
NONLEADERSHIP
Hands off
Mean = 3.05 / 12
Laissez-faire