Transcript Transformational Leadership - New Jersey City University

October Hudley
Regina Lynn
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Original Early 80’s
“Transformational Leadership coined by
Downton (1973)
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“New Leadership” paradigm (Bryman, 1992)
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Management
Social psychology
Nursing
Education
Industrial engineering
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builds trust, respect in followers, thus
forming basis for acceptance of big
changes
changes expectations of group
members: problems CAN be solved
encourage followers’ creativity—question old
assumptions, traditions and beliefs, reframe
problems
leaders pay particular attention to each
individual’s needs for growth and achievement
Transformational Leadership four main actors:
 Idealized Influence
 Inspirational motivation
 Intellectual motivation
 Individualized consideration
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Widely researched many different
perspectives
Intuitive Appeal
Process that occurs between followers and
leaders
Provides a broader view of leadership that
augments other leadership models
Places strong emphasis on followers’ needs,
values, and morals
Evidenced to be effective
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Lacks conceptual clarity
MLQ measurement
Leadership treated as a personality trait
rather than learned behavior
Lacks research to establish actual
transformation of individuals/organizations
Elitist and antidemocratic
The transformational leader suffers from a
“heroic leadership” bias
The potential to be abused
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followers perceive leader as being
charismatic, confident, powerful, and
focused on higher-order ideals.
Followers admire and trust leader and thus
buy into mission, even if it requires radical
changes in the organization.
Leaders act as mentors—help followers and
colleagues develop potential and take
responsibility for own development
Use two-way communication, and interact
personally with others
 Northouse,
P.G. (2013).
Leadership Theory and Practice.
Thousand Oaks, CA: Sage
Publications Ltd.