Transcript 11th Graduate Colloquium - kyoto

International Annual Seminar
and Workshop
KSU,27th -28th March 2009
Towards Transformational and
Transactional Neuroleadership
Associate Professor Zainal Ariffin Ahmad
[email protected]
Adel Tajasom [email protected]
Human Development Lab
Graduate School of Business
Universiti Sains Malaysia
11800 Penang MALAYSIA
Tel: 604-6532534, Fax: 604-6577448
Leadership in history
Leadership could be traced back to the conversations of
Aristotle and Plato (Johnson, 1991)
Leaders who are intuitive access previously
compartmentalized, relevant, and important thoughts that
have been stored in their mental filing system through
environmental readings, files from the past or a combination
thereof" Dyer and Carothers (2000, p. 2)
Leaders characterized by being in touch with the physical
(body), mental (mind), emotional (heart), spiritual
(soul), and environmental (place) opportunities in the
workplace on a regular basis (Vaughan, 1979; Emery, 1994)
Definition and Theories
"Leadership is one of the most observed and least
understood phenomena on earth" (Wren, 1995, p.
9).
Early Theory on leadership was Trait theory of
leadership or the Great Person Theory, "generated
within the context of a person's moral and
philosophical framework in relation to one's
followers and constituents". Krause (1997, p. 3)
Definition
Phillips (1999), Leaders are:
leaders move others by caring, inspiring, and
persuading
Leaders have bias for action and a sense of
urgency
leaders act with respect for the values of the people
The only way to inspire and persuade people is to
established trust, understanding, learning,
listening,
Leadership Theories
As trait theory could not adequately explain
good or bad leadership behaviours then, the
theory was based on task behaviour.
During the 1970's leadership focused on the
situational theories of effective leaders.
Leadership Theories
Hersey and Blanchard (1984)
Situational Leadership Theory
Path Goal Theory (1974)
Fiedler's Contingency Theory (1967)
Influence of situational factors between
leader behavior or traits and outcomes
(Yukl, 1989)
Transactional Leadership
Burns (1978)
Transactional leadership
as an exchange that
motivates followers by
providing rewards and
benefits for
productivity.
Bass (1985)
Transactional leaders
clarify their followers'
responsibilities,
expectations the leaders
have, tasks that must be
accomplished, and the
benefits to the selfinterest of the followers
for compliance.
Transactional Leadership
3 behaviors of Transactional leaders (Bass, 1995):
Contingent reward –
followers and leaders have a positively reinforcing
interaction;
Management-by-exception –
the leader intervenes only when things go wrong,
and
Laissez-faire –
when leadership is absent.
Transformational Leadership
Burns (1978)
A process in which
"leaders and followers
raise one another to
higher levels of morality
and motivation;” these
leaders motivate
followers to transcend
their own immediate selfinterest for the sake of
the mission and vision of
the organization.
Bass (1985)
Transformational leaders
motivate their followers
to perform beyond
expectations by
activating followers'
higher order needs,
fostering a climate of
trust, and inducing
followers to transcend
self-interest for the
sake of the organization.
Transformational Leadership
3 behaviors of Transformational leaders
(Bass, 1985):
Idealized Influence or Charisma
Inspiration
Intellectual Stimulation
Individualized Consideration
Towards Neuroleadership
Transactional vs Tranformational
Leadership
Transactional vs Transformational
Neuroleadership
Decision Making and Neuroleadership
Propositions
Methodology
Neuroleadership
Neuroleadership is the
study of leadership
through the lens of
neuroscience.
NL applies what we are
learning about the brain
in these instances, thus
building a neurological
theory base for the
“soft skills.”
NL looks at elements of
leadership such as
awareness of self,
awareness of others,
insight,
influence,
decision making.
Transactional vs Transformational
Neuroleadership
Bass
Transactional and
Transformational
dimensions are
separate.
Burns
Transactional and
Transformational are
opposite ends of the
leadership continuum.
Regardless of separate and continuum, the common
behaviour is decision making which is one of the
elements of leadership in Neuroleadership.
Decision Making & Neuroleadership
Whereas decision making has been studied
extensively from the economics standpoint, not so
from leadership behavior or style.
Whereas leadership theories cannot explain the
leader’s behavior of decision making, we explore
the neuroscientific aspects of decision making, i.e.
from the neuroleadership perspective.
Therefore, we extend Bass’ work on
Transactional and Transformational Leadership into
Transactional and Transformational Neuroleadership.
Transformational vs Transactional
& Neuroleadership
Transformational
Neuroleadership
Transactional
Idealized Influence Influence
Management-byexception
Inspiration
Insight
Laissez-faire
Intellectual
Stimulation
Individualized
Consideration
Self Awareness
Awareness of
Others
Decision Making
Contingent
Reward
The Common Denominator:
Decision Making
Neuroleadership
NL
Decision Making
TfL
Transformational
Leadership
TrL
Transactional
Leadership
Classical Decision Theory (CDT)
Classical Decision Theory (CDT) - making decisions involve
choosing a course of action among a fixed set of alternatives
with a specific goal in mind (Wout, Kahn, Sanfey & Aleman,
2006).
According to CDT theory, the aim in making a decision is to
maximize the gains, or expected value of the outcome, and
use information in a way that would accomplish this goal.
Three components of a decision:
(1) options or courses of action,
(2) beliefs and expectancies of the options in achieving the
goal, and
(3) outcome expectancies (negative or positive)
Transformational vs Transactional
Neuroleadership Neuroleadership
For transformational leaders,
decision making is based on
cognitive rewards.
They provide a climate of trust
and draw out the followers’
higher order needs to perform
beyond expectations.
Transformational leaders
inspire their followers to
make decision that transcend
self-interests.
For transactional leaders, decision
making is based on contingent
rewards.
They clarify the options and
outcomes for the followers to
maximize gains or benefits to
perform meeting expectations.
Transactional leaders interact
with their followers to make
decision to suit self-interests.
Propositions
Transformational leaders and transactional
leaders differ in how they make decision.
Transformational leaders make decisions
based on cognitive rewards
Transactional leaders make decisions based
on expected or contingent rewards
Methodology
Use neuroimaging (EEG/fMRI) to find out
how transformational versus transactional
managers make decision
The selected managers identify their style via
MLQ (5X)
Experiments – decision making task
Data gathering – EEG/ERP
Apparatus – Geodesic Sensor Net Electrode
32-channel
Bass' (1985) Multifactor Leadership
Questionnaire (MLQ Form 5X)
45 item survey - assesses transformational factors,
transactional factors, non-leadership factor, and
outcome factors.
Five point likert scale (0 = Not at all; 1 = Once in a
while; 2 = Sometimes; 3 = Fairly often; and 4 =
Frequently)
In this study, the subjects (managers) will be asked
to complete this questionnaire.
Once we know their style, we would conduct the
study using EEG.
Subject wi
Transformational MLQ
Helps me to develop my strengths.
Instills pride in me for being associated with him/her.
Emphasizes the importance of having a collective sense of mission.
Gets me to look at problems from many different angles.
Seeks differing perspectives when solving problems.
Expresses confidence that goals will be achieved.
Articulates a compelling vision for the future.
Spends time teaching and coaching.
Suggests new ways of looking at how to complete assigned tasks.
Specifies the importance of having a strong sense of purpose.
Considers me as having different needs, abilities, and aspirations from others.
Talks optimistically about the future.
Goes beyond self-interest for the good of the group.
Treats me as an individual rather than just a member of the group.
Talks about their most important values and beliefs regarding education.
Transactional MLQ
Focuses attention on irregularities, mistakes, exceptions, and deviations
from standards.
Provides me with assistance in exchange for my efforts.
Fails to interfere until problems become serious.
Concentrates his/her full attention on dealing with mistakes, complaints
and failures.
Makes clear what one can expect to receive when performance goals are
achieved.
Directs my attention toward failures to meet standards.
Keeps track of all mistakes.
EEG Experiment
Participants fill out MLQ(5X) and identify
themselves as Transformational (TF) and
Transactional (TS)
Select 10 TS and 10 TF
Task
TS Subjects TF Subjects
Transactional Task
Contingent
Rewards
Transformational
Task
Cognitive
Rewards
Task
The subject seated in a comfortable chair placed 80 cm away in front
of LCD stimulation screen in a dimmed and sound-atenuated room.
They were instructed to fixate a central point on the LCD monitor, relax
when performing the task and to avoid body movement, blinking or
other eye movement to minimize the artifact.
The task given to subjects in this experiment is known as the classic
oddball paradigm in the EEG literature.
In this task, a train of equally spaced visual stimuli is presented to the
subject. There are two types of stimuli; the standard stimuli and the
target stimuli.
The standard occur more frequently (140) than the target (60) events.
The subject are instructed to respond to the target which is when the
LCD monitor displaying the ‘X‘s by pressing the SR Switch and do
nothing when the LCD monitor displaying the ‘O’s.
ERP Recording
The EEG was amplified and analog filtered with 0.3 Hz – 30 Hz
bandpass filters (referenced to the vertex) and 60-Hz notch filters.
The EEG signals - recorded continuously at 250 sampling rate per
second by the Net Station with a 24-bit analogue to digital converter.
The EGI Net Station - recorded all event onset times and accuracy for
later analysis.
Instruction and visual stimuli were presented on a 17-inch LCD monitor
The experimental trials were controlled by commercial software, Eprime (Psychology Software Distribution, Pittsburgh, Pennsylvania), to
present the trials and to record relevant trial information.
E-prime also sent event information to an EEG recording system (Net
Station)
EEG in Human Development Lab
Example EEG
Transformational vs Transactional