Transcript – Transformational Leadership Group 5 Rayford Johnson Barbara Kaiser

Group 5 – Transformational Leadership
Rayford Johnson
Barbara Kaiser
Esteban Machado
Bill McTier
Roger White
Leading as
Using Transformational Leadership
• Why did you get into this profession?
• Why did you choose sports medicine?
• Why did you choose this facility versus another to come
to work?
Winans, R. (2009)
The Five Behaviors of a Transformational
Leader
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Attributed Charisma
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
Hay, I. (2006)
Characteristics of Transformational Leaders
•Clear sense of purpose, expressed
simply
•Value Driven
•Strong role model
•High expectations
•Persistent
•Self-knowing
•Perpetual desire for learning
•Love work
•Life-long learners
•Identify themselves as change
agents
•Enthusiastic
•Able to attract and inspire others
•Strategic
•Effective communicator
•Emotionally mature
•Courageous
•Risk-taking
•Visionary
•Unwilling to believe in failure
•Sense of public need
•Considerate of the personal needs of
employees
•Listens to all viewpoints to develop
spirit of cooperation
•Mentoring
•Able to deal with complexity
uncertainty and ambiguity
Bass, B. (1990) et. al
How the Characteristics & Behaviors Fit
Together
Attributed Charisma
•Enthusiastic
•Strong Role model
•Visionary
•Courageous
Inspirational Motivation
•High Expectations
•Able to attract and inspire others
•Clear sense of purpose
Idealized Influence
•Sense of public need
•Value driven (ethics)
Intellectual Stimulation
•Perpetual desire for learning
•Life long learners
•Able to deal with complexity,
uncertainty, and ambiguity
Individualized Consideration
•Considerate of personal needs of
employees
•Listens to all view points to develop
spirit of cooperation
•Mentoring
Hackman and Johnson’s 6 Central Personality
Characteristics of Transformational Leadership
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Creativity
Interaction (communication)
Vision
Empowerment
Passion
Ethics
Hackman, M. and Johnson, C. (1991)
Cialdini’s Factors of Influence
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Reciprocity
Commitment & Consistency
Social Proof
Liking
Authority
Scarcity
Transformational Leaders Influence by:
Deep thinking (the head) and Empathy (the heart)
Schuster 1994
Their deeply held values
Mink 1992
Needs for respect and caring
Dixon 1998
Unique human qualities
Covey 1991
Both in positive and negative ways
Morgan 1997
An ideal point of reference for followers to engage in vicarious learning
Bass 1998
What is Influence?
Example of Influence
Gender
A 1990 study by Deborah Tannen revealed that women
and men have different experiences growing up
Men
Women
Prize status
Value connection
Independence
Interdependence
Individual Power
Power of communication
Moran, B. B. (1992)
Gender
Studies by Bass (1998) and Bass,
Avolio & Atwater (1996) show that
women tend to be more
transformational than their male
counterparts
Bass, B. (1996)
Women as Transformational Leaders
Women tend to be better as:
• Motivators
• Communicator
• Team players
Women as Transformational Leaders
Women also tend to
• Inspire
• Stay connected to the team
• Serve as an emotional leader
• Share in decision making process
The Downside
• Expectations that women are thought to be more
nurturing than men will make women feel pressured to
succeed “in a female way”.
• Telling men they do not know how to be nurturing as
managers, they may feel excused from being just that.
What Transformational Leadership is Not
Transactional Leadership (or contingent reward
leadership) –Leaders with this style largely react to the
performance of their employees and reward for
compliance to their directives, a factor called "contingent
reward" Transactional leaders do not address
employees' needs, motivations, or development.
Northouse 2001 (p. 140)
Johnson N. and Klee, T (2007)
What Transformational Leadership is Not
Charismatic Leadership- A leader who inspires his or her
followers through personal magnetism and highly
developed communication skills. Charismatic leaders
tend to be confident, visionary, and change-oriented and
may display eccentric or unusual behavior
www.encyclopedia.com
What Transformational Leadership is Not
Developmental Leadership- This leader’s main focus is
the development and growth of the organization and
people he or she leads.
Larsson, G., Carlstedt, L. and Andersson, J. (2003)
What Transformational Leadership is Not
Servant Leadership - “The servant-leader is servant first.
It begins with the natural feeling that one wants to serve,
to serve first. Then conscious choice brings one to aspire
to lead. That person is sharply different from one who is
leader first, perhaps because of the need to assuage an
unusual power drive or to acquire material possessions.”
Greenleaf, R.K. (1970)
Transformational Leadership Defined
Transformation Leadership consists of
ideal influence, inspiration, individual
consideration and intellectual
stimulation.
Bass, B. (1985)
Transformational Leadership Defined
Our definition:
Redefining organizations by creating a
shared vision through reciprocal
learning in order to influence change.
Johnson, R., Kaiser, B., Machado, E., McTier, W., White, R. (AMBA 2009)
Notes
Bass, B.M., Avolio, B.J., & Atwater, L. (1996). The transformational and transactional leadership of men and women.
Applied Psychology: An International Review, 45(1), 5-34.
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Brymer, E. Gray, T., (2006) . Effective Leadership: Transformational or Transactional?. Australian Journal of Outdoor
Education, 10(2), 13-19.
Caialdini, R.B. (2007). Influence: The Psychology of Persuasion. Published by HarperCollins Publishers New York, NY.
Carnegie, D. (1981). How to Win Friends & Influence People Published by Pocket Books New York, NY.
Eagley A. H. and Carli, L. L. (2007). Women and the Labyrinth of Leadership. Harvard Business Review
Encyclopedia.com Retrieved September 28, 2009
Feinberg, B., Ostroff, C. and Burke, W. (2005). He role of within-group agreement in understanding transformational
leadership. The Journal of Occupational and Organizational Psychology. 18, 471
Greenleaf, R. K., (1970) The Servant as Leader ( [Rev. Ed.] ) Indianapolis, IN.: Robert K. Greenleaf Center.
Groves, K. S. (2005). Gender differences in social and emotional skills and charismatic leadership. Journal of
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Hay, I. (2006). Transformational Leadership: Characterics and Criticism. E. Journal of Organizational learning and
Leadership 5(2), 1-11.
Notes
Hoops4Life Picture of Michael Jordan: “Artwork by; Hoops4life.com Flex 187ad. Image Property of Respected owner
Hoops4life”
Johnson, N and Klee, T., (2007) Passive-aggressive behavior and leadership styles in organizations, Journal of
Leadership & Organizational Studies, 13, 130-143.
Larsson, G., Carlstedt, L. and Andersson, J., (2003) A comprehensive system for leader evaluation and development,
Leadership & Organization Development Journal, 24, 16-26.
Moran B. B. Gender Differences in Leadership. Library Trends 40(3): (1992)
Northouse, P. G. (2001). Leadership: Theory and practice. Thousand Oaks, CA: Sage.
Raffery, A. E., Griffin, M.A. (2006). Refining individualized consideration: distinguishing developmental leadership and
supportive leadership. Journal of Ocupatonal and Organizational Psychology.
Ruddell, L.S., (2008). Transformational leadership as an Effective Classroom Leadership Model for Business Ethics
Instruction. Academy of Educational Leadership Journal, 12(2), 49-65.
Sabine, B. and Freiherr Von Streit, C. (2005).
Winans, R. (2009). Using Transformational Leadership to Breathe new life into your practice. Journal of American
Physical Therapy Association. 4, S30.
Zagorsek, H., Dimovski, V. and Skerlavag, M. (2009). Pg. 16 Transactional and Transformational Leadership Effects
on Organizational Behaviour. Journal of Eastern European Management Studies. Pg 16.