TRANSFORMATIVE LEADERSHIP STRATEGIES Stuart Wasilowski Fall 2012 Walden University A6: Course Project—Leadership Analysis: Part I of III

A point of reference Transactional Leadership Transactional leadership occurs as an function of an exchange of valued things. It is understood by both parties that there is a power relationship between them (Stewart, 2006). A6: Course Project—Leadership Analysis: Part I of III

Transformational Leadership Defined Transformational leader looks for potential motives in followers. The leader seeks to address higher level needs, and engages the full person of the follower (Stewart, 2006 p. 4). The result of this leadership is a mutual relationship. The result converts followers to leaders and leaders into moral agents (Stewart, 2006). A6: Course Project—Leadership Analysis: Part I of III

Leadership values and assumptions Values are the foundation and the reflection of the end point. A supportive environment where people can grow. Promote harmony with nature and sustainability. Create communities of care and shared responsibility. Create an environment of dignity, respect, and support. (Astin, A. W., & Astin, H. S.,2000) A6: Course Project—Leadership Analysis: Part I of III

Individual qualities Self-knowledge Authenticity Commitment Empathy Competence (Astin, A. W., & Astin, H. S.,2000) A6: Course Project—Leadership Analysis: Part I of III

Transformational Leader as Change Agent Patience - find the right pace for change. Persistence – many opportunities exist and a leader must be persistent to succeed. Process – developing and working through a process will ensure forward progress. (Bolman & Gallos, 2011) A6: Course Project—Leadership Analysis: Part I of III

Collaborative Leadership Leadership that is derived from the group. Leadership driven by the resources of the collective. Collaborative design versus collaborative culture. (Kezar, 2006) A6: Course Project—Leadership Analysis: Part I of III

Leadership and Sensemaking Leadership will …. Notice something Decide what to make of it Do something about it The problem with sensemaking… Personal and incomplete Interpretive Action oriented A6: Course Project—Leadership Analysis: Part I of III

Reframing Why reframing? Complex organizations Internal and external dynamics Juggler in Chief (Morrill, 2007) Lack of formal preparation for leadership roles A6: Course Project—Leadership Analysis: Part I of III

Reframing To shift perspectives as part of a deliberate process in an attempt to see a problem, challenge or opportunity through a different lens. The Four Frames Structural Human Resources Political Symbolic (Bolman & Deal, 1997) A6: Course Project—Leadership Analysis: Part I of III

Four Frames StructuralHuman Resources PoliticalSymbolic Metaphor for Organization Factory or machineFamilyJungleCarnival, temple, theater Central ConceptsRules, roles, goals, policies, technology, environment needs, skills, relationships Power, conflict, competition, organizational politics Culture, meaning, metaphor, ritual, ceremony, stories, heroes Image of Leadership Social architectureEmpowermentAdvocacyInspiration Basic Leadership Challenge Attune structure to task, technology, environment Align org and human needs Develop an agenda and power base Create faith, beauty, meaning A6: Course Project—Leadership Analysis: Part I of III Bolman & Deal, 1997

The practice of reframing Shifting perspectives gives new perspectives Reframing is only learned over time Practical application will lead to greater understanding and benefit This is a learned skill that must be practiced The application of these frames is transformational for the leader and the followers A6: Course Project—Leadership Analysis: Part I of III

Practical Application - Reorganization ReorganizingRealign roles and responsibilities to fit tasks and environment Maintain balance between human needs and formal roles Redistribute power and form new coalitions Maintain image of accountability and responsiveness; negotiate new social order A6: Course Project—Leadership Analysis: Part I of III Scenario: The President has outlined a new organizational plan that will reorganize several departments. Reframing the situation under the four frames provides insight for leaders to navigate this change. ProcessStructuralHuman ResourcesPoliticalSymbolic Bolman & Deal, 1997

Practical Application - Communication A6: Course Project—Leadership Analysis: Part I of III ProcessStructuralHuman ResourcesPoliticalSymbolic CommunicationTransmit facts and informationExchange information, needs, and feelings Influence or manipulate othersTell Stories Scenario: The use of communication tools in the organization is essential. Understanding communications from the four frames will help leadership understand the impact.

Practice Scenario 1 A6: Course Project—Leadership Analysis: Part I of III ProcessStructuralHuman ResourcesPoliticalSymbolic Strategic Planning Strategies to set objectives and coordinate resources Gathering to promote participation Arenas to air conflicts and realign power Ritual to signal responsibility, produce symbols, negotiate meanings Scenario: Strategic planning is a critical part of the organization. Using the four frames, outline how strategic planning fits in the frames. Compare and contrast in small groups the differences in the frames. ProcessStructuralHuman ResourcesPoliticalSymbolic Strategic Planning Answer

Practice Scenario 2 A6: Course Project—Leadership Analysis: Part I of III ProcessStructuralHuman ResourcesPoliticalSymbolic MeetingsFormal occasions for making decisions Informal occasions for involvement, sharing feelings Competitive occasions to win points Sacred occasions to celebrate and transform the culture Scenario: Meetings are the lifeblood of higher education. Using the four frames, outline how meetings fit in the frames. Compare and contrast in small groups the differences in the frames. ProcessStructuralHuman ResourcesPoliticalSymbolic Meetings Answer

Choose a Frame select which frames go with each question A6: Course Project—Leadership Analysis: Part I of III Question Yes No EXAMPLE: Are individual commitment and motivation essential to success? Human Resource Symbolic Structure Political Is the technical quality of the decision important? Are there high levels of ambiguity and uncertainty? Are conflict and scarce resources significant? Are you working from the bottom up? Bolman & Deal, 1997

Choose a Frame – Answer Key select which frames go with each question A6: Course Project—Leadership Analysis: Part I of III Question Yes No Are individual commtment and motivation essential to success? Human Resource Symbolic Structure Political Is the technical quality of the decision important?Structural Human Resource Structure Political Are there high levels of ambiguity and uncertainty? Symbolic Political Human Resource Structure Are conflict and scarce resources significant? Symbolic Political Human Resource Structure Are you working from the bottom up?Political Human Resource Structure Symbolic Bolman & Deal, 1997

Change Leadership is about change and disruption. Measuring the extent to which your organization is able to absorb change is critical. It is critically important that as change is implemented that respect is paid for the losses people sustain as part of the change. (Bolman & Gallos, 2011) A6: Course Project—Leadership Analysis: Part I of III

References Astin, A. W., & Astin, H. S. (2000). Leadership reconsidered: Engaging higher education in social change. Battle Creek, MI: W.K. Kellogg Foundation. Bolman and Deal; Reframing Organizations; 1997 Bolman, L. G., & Gallos, J. V. (2011). Reframing academic leadership. San Francisco, CA: Wiley, Jossey-Bass. Kezar, A. (2006). Redesigning For Collaboration in Learning Initiatives: An Examination of Four Highly Collaborative Campuses. Journal of Higher Education, 77(5), 804–838. Stewart, J. (2006). Transformational Leadership: An Evolving Concept Examined through the Works of Burns, Bass, Avolio, and Leithwood. Canadian Journal of Educational Administration and Policy, (54), 1–29. A6: Course Project—Leadership Analysis: Part I of III