1. Thursday, October 15, 2015 1 Foundations of Leadership Steven M. Hays Leadership and Ethics Bishop Kearney High School

2. Thursday, October 15, 2015 2 References Northouse, P. G. (2004). Leadership: Theory and practice (3 rd ed.). Thousand Oaks, CA: Sage Publications. Weber, M. (1947). The theory of social and economic organizations (T. Parsons, Trans.). New York: Free Press.

3. Thursday, October 15, 2015 3 Transformational Leadership process that changes and transforms 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.

4. Thursday, October 15, 2015 4 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.

5. Thursday, October 15, 2015 5 Transactional 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.

6. Thursday, October 15, 2015 6 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.

7. Thursday, October 15, 2015 7 Charisma Transformational Leadership and Charisma 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.

8. Thursday, October 15, 2015 8 Max Weber and 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.”) www.bolender.com

9. Thursday, October 15, 2015 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.

10. Thursday, October 15, 2015 10 Transformational Leadership

11. Thursday, October 15, 2015 11 The Leadership Continuum

12. Thursday, October 15, 2015 12 Transformational Leadership

13. Thursday, October 15, 2015 13 Transformational Leadership

14. Thursday, October 15, 2015 14 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.

15. Thursday, October 15, 2015 15 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.

16. Thursday, October 15, 2015 16 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.

17. Thursday, October 15, 2015 17 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.

18. Thursday, October 15, 2015 18 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.

19. Thursday, October 15, 2015 19 Team Leadership

20. Thursday, October 15, 2015 20 Team Excellence

21. Thursday, October 15, 2015 21 Strengths of Team Leadership The strength of this approach includes its focus on real-life 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 action-taking skills. Furthermore, the model is also appropriately complex, providing a cognitive model for understanding and researching organizational teams.

22. Thursday, October 15, 2015 22 Psychodynamic Approach – Emotional Intelligence Psychodynamic Approach insight 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.

23. Thursday, October 15, 2015 23 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.

24. Thursday, October 15, 2015 24 Psychodynamic Approach It is important to distinguish this approach from the trait, style and situational approaches. trait approach In the trait approach, certain characteristics of a person are assumed to be important in attaining leadership status or performing leadership tasks. style approach The style approach suggests that a certain leadership style, particularly the team management style, is the best. Situational leadership 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.

25. Thursday, October 15, 2015 25 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.

26. Thursday, October 15, 2015 26 Emotional Intelligence 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.

27. Thursday, October 15, 2015 27 Emotional Intelligence deeply ingrained and virtually impossible to change in any significant way 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!

28. Thursday, October 15, 2015 28 EI Principles