Transcript ORM6003 Foundations of Leadership

ORM6003 Foundations of
Leadership
Week 4
Tuesday, July 28,
2015
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Compiled by:
Ronald Keith Bolender, Ed.D. (2005)
Nova Southeastern University
www.bolender.com
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2015
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Important Copyright Note
This set of PowerPoint slides may only be
used in sections of ORM6003 Foundations
of Leadership where each student owns a
copy of Leadership: Theory and Practice
(Northouse, 2004).
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References
Northouse, P. G. (2004). Leadership: Theory
and practice (3rd ed.). Thousand Oaks,
CA: Sage Publications.
Weber, M. (1947). The theory of social and
economic organizations (T. Parsons,
Trans.). New York: Free Press.
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Devotions
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Chapter 9:
Transformational Leadership
ICA 4-1 Multifactor Leadership
Questionnaire (MLQ) Form 6S
In order to better understand the presentation
of transformational leadership, this exercise
needs to be completed prior to the lecture.
Complete the Multifactor Leadership
Questionnaire (MLQ) Form 6S assessment on
pages 194-198 in the textbook (Northouse,
2004).
Share with the class your scores for the various
leadership factors.
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Chapter 9:
Transformational Leadership
Transformational Leadership
 Transformational leadership is a process that changes
and transforms individuals.
 It is concerned with:
Emotions
Values
Ethics
Standards
Long-term goals
 It includes assessing followers’ motives, satisfying their
needs, and treating them as full human beings.
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Chapter 9:
Transformational Leadership
Transformational leadership involves an
exceptional form of influence that moves
followers to accomplish more than what is
usually expected of them.
It is a process that often incorporates
charismatic and visionary leadership.
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Chapter 9:
Transformational Leadership
Transactional versus Transformational
Transactional leadership
Refers to the bulk of leadership models, which focus
on the exchanges that occur between leaders and
their followers.
Managers who offer promotions to employees who
surpass their goals are exhibiting transactional
leadership.
The exchange dimension of transactional leadership
is very common and can be observed at many levels
throughout all types of organizations.
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Chapter 9:
Transformational Leadership
Transformational leadership
Refers to the process whereby an individual engages
others and creates a connection that raises the level
of motivation and morality in both the leader and the
follower.
This type of leader is attentive to the needs and
motives of followers and tries to help followers reach
their fullest potential.
Mohandas Gandhi is a classic example of
transformational leadership. Gandhi raised the hopes
and demands of millions of his people and in the
process was changed himself.
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Chapter 9:
Transformational Leadership
Transformational Leadership and Charisma
The concept of charisma was first used
to describe a special gift that select
individuals possess that gives them the
capacity to do extraordinary things.
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Chapter 9:
Transformational Leadership
Weber (1947) provided the
most well-known definition of
charisma as a special
personality characteristic that
gives a person superhuman or
exceptional powers, is
reserved for a few, is of divine
origin, and results in the
person being treated as a
leader.
(For more information about Weber, go to
www.bolender.com and click on
“Sociological Theorists.”)
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Chapter 9:
Transformational Leadership
Despite Weber’s emphasis on charisma as
a personality characteristic, he also
recognized the important role played by
followers in validating charisma in these
leaders.
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Chapter 9:
Transformational Leadership
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Chapter 9:
Transformational Leadership
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Chapter 9:
Transformational Leadership
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Chapter 9:
Transformational Leadership
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Chapter 9:
Transformational Leadership
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Chapter 9:
Transformational Leadership
How Does the Transformational Approach
Work?
The transformational approach to leadership is a
broad-based perspective that encompasses
many facets and dimensions of the leadership
process.
In general, it describes how leaders can:
Initiate,
Develop, and
Carry out significant changes in organizations.
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Chapter 9:
Transformational Leadership
Transformational leaders set out to
empower followers and nurture them in
change.
They attempt to raise the consciousness of
individuals and get them to transcend their
own self-interests for the sake of others.
To create change, transformational
leaders become strong role models for
their followers.
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Chapter 9:
Transformational Leadership
It is common for transformational leaders
to create a vision.
The vision emerges from the collective
interests of various individuals and units
within an organization.
Transformational leaders also act as
change agents who initiate and implement
new directions within organizations.
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Chapter 9:
Transformational Leadership
The transformational approach also
requires that leaders become social
architects.
This means they make clear the emerging
values and norms of the organization.
They involve themselves in the culture of the
organization and help shape its meaning.
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Chapter 9:
Transformational Leadership
ICA 4-2 In-class Writing Assignment Over Case Study 9.3
Grade: This assignment is worth a maximum of
20 points.
Read Case Study 9.3 on pages 192-194 in
Northouse (2004).
On paper, write out the questions and your
answers to the questions listed at the end of
this case study.
PLEASE PRINT
Break into groups of four to five and discuss this
case study.
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Chapter 10: Team Leadership
Team Leadership
Teams are organizational groups
composed of members who are
interdependent, who share common
goals, and who must coordinate their
activities to accomplish these goals.
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Chapter 10: Team Leadership
Organizations today are facing rapidly
changing conditions with new technology,
new structure, global economic
competition, and increasing diversity,
among other changes.
The organizational team structure is one
way an organization can respond quickly
and adapt to these constant and rapid
changes in workplace conditions.
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Chapter 10: Team Leadership
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Chapter 10: Team Leadership
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Chapter 10: Team Leadership
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Chapter 10: Team Leadership
 The strength of this approach includes its focus on reallife organizational teams and their effectiveness.
 The model also emphasizes the functions of leadership
that can be shared and distributed within the work
group.
 The model offers help in selecting leaders and team
members with the appropriate diagnostic and actiontaking skills.
 Furthermore, the model is also appropriately complex,
providing a cognitive model for understanding and
researching organizational teams.
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Chapter 11:
Psychodynamic Approach
ICA 4-3 Psychodynamic Approach Survey
In order to better understand the presentation
of the psychodynamic approach, this exercise
needs to be completed prior to the lecture.
Complete the Psychodynamic Approach Survey
assessment on pages 257-261 in the textbook
(Northouse, 2004).
Share with the class your dimensions of
personality types.
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Chapter 11:
Psychodynamic Approach
Psychodynamic Approach
Leaders are more effective when they
have insight into their own psychological
makeup.
The specific model or terminology used to
obtain insight is less important than having
gained an understanding of needs,
predispositions and emotional responses.
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Chapter 11:
Psychodynamic Approach
Leaders are more effective when they
understand the psychological makeup of
their subordinates.
Again the particular labels are less important
than having a knowledge of the personality
characteristics of team members.
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Chapter 11:
Psychodynamic Approach
It is important to distinguish this approach from
the trait, style and situational approaches.
In the trait approach, certain characteristics of a
person are assumed to be important in attaining
leadership status or performing leadership tasks.
The style approach suggests that a certain
leadership style, particularly the team management
style, is the best.
Situational leadership moves on to suggest that
the key element is the match between the leader’s
style or behaviors and the needs of the subordinates.
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Chapter 11:
Psychodynamic Approach
The psychodynamic approach makes none of
these assumptions.
There is no particular personality type that is
better than any other in a leadership position.
There is no need to match the personality type
of the leader to that of the subordinates in order
to have an effective work situation.
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Chapter 11:
Psychodynamic Approach
 Rather, the important point is that the leader have
insight into her or his own emotional responses and
habitual patterns of behavior.
An authoritarian leader, as an example, can be effective if she
understands that her behaviors arise from strong influences in
her past (insight) and that her behaviors have very specific
effects on the people in the work group.
It is even better if that leader understands that the authoritarian
behaviors result in vastly different responses from subordinates
depending on their personality characteristics.
Some will resist directions from an authoritarian leader, while
others will be comfortable and even grateful for a strong leader.
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Chapter 11:
Psychodynamic Approach
The situation improves even more if the team
members are aware of their own personality
characteristics so that they can understand how
they respond to the leader and to each other.
Thus, an important function of the leader, using
such an approach, is to facilitate the process of
having people gain insight and identify their
own needs and patterns of emotional reaction
to other people.
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Chapter 11:
Psychodynamic Approach
The psychodynamic approach focuses more on
learned and deep-seated emotional responses
that are not in immediate awareness.
The leader is not conscious of his or her
emotional responses or of their consequences in
behavior.
This aspect of the approach is unique and
results in an entirely different way of dealing
with leadership development.
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Chapter 11:
Psychodynamic Approach
An important underlying assumption in the
psychodynamic approach is that the personality
characteristics of individuals are deeply
ingrained and virtually impossible to
change in any significant way.
The key is acceptance of one’s own personality
features and quirks and understanding and
acceptance of the features and quirks of others.
IMPORTANT CONCEPT!
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Chapter 11:
Psychodynamic Approach
Archetypes
 Carl Jung introduced the notion of archetypes.
 An archetype is a strong pattern in the human psyche
that persists over time.
It can also be considered an original pattern or model of which
there are many replicas over space and time.
It can also be thought of as a template of human behavior and
belief.
 The psychodynamic approach is based on the
identification and interpretation of archetypes.
The Psychodynamic Approach Survey (in the textbook) is based
on Jung’s archetypes.
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ICA 4-4 Review of HWA 4-4 Draft of HWA 5-2
Break into groups of four or five.
Each group member is to edit the drafts
for all group members.
Discuss how you plan to complete the
HWA 5-2 assignment for Week Five.
Share ideas
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Review of the other homework assignments
(HWAs) for Week Five.
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