Transcript Kelvin J. Cochran Fire Chief Atlanta Fire Rescue Department

Kelvin J. Cochran
Fire Chief
Atlanta Fire Rescue
Department
Transformational Leadership
Transforming Culture
Improving Organizational Behavior
Performance Mgmt. Outcomes
Accomplishing the mission
Pursuing the vision
“Effective leadership is essential to
organizational greatness”
Transformational Leadership
• Effective leaders are only as effective as the
commitment and competence of their followers
• Effective leadership requires effective
followship
• Transformational leadership requires
transformational followship
• Committed leaders initiate transformation
• Committed followers build and sustain
transformation momentum
Followship Culture
• Followship is foundational to leadership
• “If you’re out in front and no one is behind you,
you’re not leading, you’re just going for a
walk.” –John Maxwell
• Much emphasis placed on leadership
• Not enough emphasis placed on followship
• Leadership is situational. Followship is
conditional.
Conditional Followship
• Conditional engagement with members
• Conditional in departmental activities and
events
• Conditional enforce policies, procedures, etc.
• Conditional communications
• Conditional attentiveness
• Conditional pursuer
• Conditional application of doctrine
Transformational Followship
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Engages all members
Supports all departmental activities and events
Enforces all policies, procedures, etc.
Supports top down/bottom up communications
Focused and attentive to followers and leaders
Committed pursuer
Supports, applies and an advocate of doctrine
The Nature of Resistance
“Whenever anyone tries to tell us what to
do, even a person with legitimate position
of authority, there arises in us a spirit or
attitude of resistance.”
The Nature of Resistance
“Our resistance to others ruling over
us is also due to the spirit of
leadership that God placed in us
when He created us.”
- Myles Munroe
The Nature of Resistance
• We resist unless we are:
– In charge; calling all the shots
– A part of an organization with shared beliefs, motives
and values
– Led by a leader with conflicting beliefs, motives and
values
• Resisters are always followers
• Resisters are in a constant state of ambiguity,
frustration and uncertainty
The Motives of Resistance
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Lack commitment to the organization
Lack commitment to doctrine
Committed followers, resistant leader
High need for affiliation
Negative self-system
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Low Self-efficacy
Low Self-esteem
Low Affectivity
External Locus of Control
Fundamentals of Participation
• Responsibility - The
obligation to make decisions
and take action
• Authority - The right to make
decisions and take actions
• Accountability - Having to
answer for the results
“Lead”
Webster’s Dictionary Definition
• To conduct along a way: guide
• To be ahead or at the head of
• To live: pursue
• To tend toward a given result
• To direct the performance of others
• To make the first play: set expectations
• The example
City of Atlanta
Mayor Kasim Reed
Five Strategic Priorities
1.
2.
3.
4.
5.
Public Safety
Financial Health
Economic Growth
Youth Development
Culture of Excellence
Organizational Culture
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Departments’ Personality & Character
Vision, Mission, Values
Organizational Priorities
Leadership
Decision Making
Communications
Follow
Webster’s Dictionary Definition
• To come, or go
after
• To chase or
pursue
• To accompany
• To go along the
course of
• To comply with or
obey
• To come after in
time, order,
position
• To engage in
• To ensure result
• To pay attention to
• To understand
Follower
Webster’s Dictionary Definition
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One that follows
A pursuer
An attendant
A subordinate
An adherent of the methods or doctrine of
another (organization or leader)
Followship Culture
What are the character traits of an effective
follower?
Components of Followship
ABILITY
WILLINGNESS
• Knowledgedemonstrated
understanding of the task
• Skill-demonstrated
proficiency in a task
• Experiencedemonstrated ability
gained in performing a
task
• Confidence-is
demonstrated selfassurance in ability to
perform a task
• Commitmentdemonstrated dedication
to perform a task
• Motivation-demonstrated
desire to perform as task
The Nature of Followship
Readiness Level One (1)
Unable, Insecure, Unwilling
• Not performing task to
acceptable level
• Being intimidated by task
• Procrastinating
• Not finishing tasks
• Asking questions about task
• Avoiding task, passing the
buck
• Being defensive or
uncomfortable
Readiness Level Two (2)
Unable, Confident, Willing
• Anxious or excited
• Interested and responsive
• Demonstrating moderate
ability
• Receptive to input
• Attentive
• Enthusiastic
• New task, no experience
The Nature of Followship
Readiness Level Three (3)
Able, Insecure or Unwilling
• Has demonstrated K, S, A’s
• Appears hesitant to finish
• Seems scared,
overwhelmed, confused
• Overobligated, overworked
• Seems reluctant to perform
• Solicits frequent feedback
Readiness Level Four (4)
Able, Confident, Willing
• Keeps boss informed on
task progress
• Operates autonomously
• Is results oriented
• Shares both good and bad
news
• Makes effective decisions
• Performs to high standards
• Aware of expertise
Followship Culture
What do followers need from their organization?
Followship Culture
What do followers need from their leaders?
A Leader Worthy of Followship
What are the traits of a leader worthy of
followship?
AFRD Followship Culture
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Organizations goals supersede personal goals
Committed to controls and culture
Sincere desire for others to succeed
Changed conversation from “they” to “we”
A “kool-aide” maker and drinker
Followship Culture
Where he leads me, I will
follow….
If it is to be it is up to me!
Transactional vs Transformational
Transactional Leadership
• The exchange between the leader and the follower to
influence each other in a way that both parties receive
something of value
• Leaders give followers something they want in
exchange for something the leader desires
• Mutually dependent on one another and the
contributions of each side are understood and
rewarded
Transactional vs Transformational
Transactional Leadership
• Adapts to the organizational culture
• Involves a reinforcing exchange of reward or
punishment by the leader for follower compliance.
• Leaders exchange promises of rewards and
benefits to subordinates
• Develop exchange agreements with followers,
pointing out what followers receive for compliance
or non-compliance
Transactional vs Transformational
Transactional Leadership
• Work within the existing culture
• Framing their decisions and actions based on the
operative norms and procedures characterizing
the existing organization
• Seeks to satisfy agreements without change
• Short-term gratification
• Contract focused
Transactional vs Transformational
Transactional Leadership
Each person recognizes the other person.
Their purposes are related, at least to the
extent that the purposes stand within the
bargaining process and can be advanced by
maintaining that process. But beyond this the
relationship does not have value. The
bargainers have no enduring purpose that
holds them together; hence they go their
separate ways.
Transactional vs Transformational
Transformational Leadership
• Ask followers to transcend their self-interests
for the good of the group, organization or
community.
• Transformational leadership is counter-culture
• Challenging during introductory phases
• Generational advantages
• Covenant focused
Transactional vs Transformational
Transformational Leadership
• Originates in the personal values and beliefs of
the leader but not predicated on an exchange of
commodities between leader and followers
• Operates out of deeply held personal value
systems that include virtues like vision, justice and
integrity—end values.
• End Values are those values that cannot be
negotiated or exchanged between persons.
Transactional vs Transformational
Transformational Leadership
• By expressing these personal standards,
transformational leaders unite their followers but,
more importantly, they can change their followers’
goals and beliefs (Burns, 1978)
• Such leadership occurs when one or more
persons engage with others in such a way that
leaders and followers raise one another to higher
levels of motivation and morality
Transactional vs Transformational
Transformational Leadership
• Results in achievement of higher levels of
performance among followers than transactional
• Raises organizational performance through
 Inspiration Motivation
 Idealized Influence
 Intellectual Stimulation
 Individual Consideration
Transformational Leadership
Inspirational Character
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Articulates appealing vision
Provides meaning and sense of purpose
Inspire followers to contribute
Communicates high expectations
Express important purposes in meaningful,
practical ways
Transformational Leadership
Idealized Influence
• Leader is a source of admiration, role model
for followers
• Enhance follower pride, loyalty and confidence
• Aligns followers through identification with
leader around a common mission and vision
Transformational Leadership
Individual Consideration
• Leader diagnose and evaluate the needs of each
follower
• Promote the development of followers
• Emphasizes equality
• Treat each follower as individuals
• Pays close attention to individual differences
• Acts as mentors to followers
• Coaches and advises followers individually
• Fredrick Taylor quote from article [p.87]
Transformational Leadership
Intellectual Stimulation
• Stimulates followers to view organization from a
different perspective
• Challenges old assumptions, values and beliefs
• Promoting intelligence through professional
development and consensus problem solving
methods
• Emphasize teaching followers to search for
sensible solutions
Transformational Leadership
Key Concepts
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Motive for Employment
The Value of Groups
Power-With vs. Power-Over
Functional Unity
Conditions of Compliance
Leadership Function
Transformational Leadership
Motive of Employment
• Organizational goals would be furthered if people
were to work collectively and systematically.
• People have a choice to enter the organization
based on their own free will and how the
organization meets their purposes, desires,
impulses for the moment, as well as the various
opportunities seen as available.
• Motives play an important role when it comes to
free will
Transformational Leadership
The Value of Groups
• Transformational leadership works best with a group
of transformational followers—”the collective idea”
• Our problems can be solved by the subtle process of
intermingling of all the ideas of the group
• “Power-with” as opposed to “power-over”
• Jointly developed coactive, not coercive
Transformational Leadership
Power-With Components
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Consensus dominant decision making
Inclusion
Participatory
Accountability
Transformational Leadership
Reducing Power Over
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Integration
Obey the law of the situation
Make business a functional unity
Leadership of function
Bottom-up accountability
Transformational Leadership
Functional Unity
• Each person has his function, which should
correspond to his abilities. Each person should
then have the authority and responsibility which
goes with that function.
• A manager cannot give a person power, but
instead, could create the opportunities for the
worker to develop their own power.
• Authority, on the other hand, can be conferred
upon a person but not until the capacity to accept
it has been developed.
Compliance vs Resistance
Conditions for Compliance
• The communication is understood
• It is consistent with the purpose of the
organization at the time of the decision
• It is consistent with personal interest as a
whole
• Mental and physical ability to comply are
present
Transformational Leadership
The Zone of Indifference
• The zone of which followers will accept orders
without questioning their authority, and there is
pressure from the informal organization within the
formal organization
• Categories of Acceptability: orders clearly
unacceptable; orders that are more or less
neutral; orders accepted without question
• The area of unquestionable acceptance is the
“zone of indifference”
Transformational Leadership
The Zone of Indifference
• The area where the person is indifferent
towards the order with respect to the rank of
the authority involved
• The size of the zone depends on the degree to
which the advantages for the individual
outweigh the advantages for the organization
Transformational Leadership
The Zone of Indifference
• Two assessment of leadership:
• Authority of position—comes from persons
position regardless of ability
• Authority of leadership—comes from the respect
and confidence others have for the leader and his
ability
• Both determine the size of the zone of
indifference—the wider the greater the resistance;
the narrower the greater the compliance
Transformational Leadership
Transformational Leadership Summary
• Leads to substantial organizational rewards
• Closely correlated to leader/follower satisfaction,
follower efforts, support for innovation, and overall
organizational performance
• Associated with employee commitment to
organization, trust in the leader, and positive
organizational citizenship behaviors
• Produces a performance level greater than that
derived from contingent reward leader behavior
Transactional vs Transformational
• Transactional organizations have a culture of
groups with a wider zone of indifference
• Transformational organizations have a
culture of groups with a narrower zone of
indifference
• Majority of the group embrace doctrine—
transformational
• Majority of the group reject doctrine—
transactional
Transactional vs Transformational
• Transformational leaders work to narrow the zone of
indifference where members collectively contribute to
the vision of the organization and desire to contribute to
one another’s success
• When members have gained sufficient trust, confidence,
and desire in the leader as sufficiently congruent with
the organization’s mission and goals, they are able to
perform at levels beyond their own expectations and
leaves transformational culture as a legacy to the next
generation of members
Transactional vs Transformational
• Transactional—I want what I want even if you
lose.
• Transformational—I want to be a potent
contributor to you getting what you want; I need
your contribution to transform our organization
• Transactional—If you don’t do what I want, I will
do what I can to replace you
• Transformational—I want to see you succeed; I
will do whatever I can for our mutual benefit even
if you don’t contribute
Transactional vs Transformational
• Transactional relationship seek to gain benefit
from the relationship without sustainable
contribution—a quid pro quo philosophy, it wants
rewards without meaningful commitment, loyalty,
sacrifice and buy-in; rejects ambassadorship and
followership;
• What’s in it for me?
• Win-lose philosophy;
• Self-centered
Transactional vs Transformational
• Transformational relationship seek to gain or
benefit from the relationship with a willingness to
change, compromise, and collaborate, in order
to secure sustainable contributions for its
members which transcend the current
generation;
• What’s in it for us?
• Win-win philosophy
• Other’s-centered