What is It?

Leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole. In this leadership style, the leader enhances the motivation, moral and performance of his follower group.

James MacGregor Burns “Leadership” 1978

Taught in the context of Transformational vs. Transactional

Influenced by Maslow’s Theory of Needs

Maslow’s Hierarchy of Needs

Transactional leadership is defined as the influence of a leader toward his subordinates using reward and punishment as a form of motivational medium.

Transformational leadership model in which the leader works as a model and a motivator, encouraging the followers to work not because of an exchange of value but for the love of their work. The transformational leader encourages his followers to love their craft and value their own input, making a positive change toward being future leaders

Transactional: Building on man's need to get a job done and make a living Transformational: Building on man's need for meaning

Transactional: Is preoccupied with power and position, politics and perks Transformational: Is preoccupied with purpose and values, morals and ethics

Transactional: Is mired in daily affairs Transformational: Transcends daily affairs

Transactional: Is short term and hard data orientated Transformational: Is orientated towards long term goals and principled

Transactional: Supports structures and systems that reinforce the bottom line, maximize efficiency, and short-term profits Transformational: Aligns internal structures and systems to reinforce overarching values and long-term goals

Implementation Components Charisma or idealized influence This is the degree to which the leader behaves in admirable ways that cause followers to identify with the leader.

Implementation Components Inspirational motivation The degree to which the leader articulates a vision that is appealing and inspiring to followers.

Implementation Components Intellectual stimulation The degree to which the leader challenges assumptions, takes risks and solicits followers' ideas.

Implementation Components Individualized consideration or individualized attention The degree to which the leader attends to each follower's needs, acts as a mentor or coach and listens to the followers concerns and needs.

Why?

Change and Change Management

Startup Growth Decline Maturity Industry Life Cycle

Why? p_jobgroup age30age40age50age60age65age65plus CRAFTWORKERS LABORERS OFFICE CLERICAL OFFICIALS & MANAGERS OPERATIVES- SEMI SKILLED PROFESSIONALS SERVICE WORKERS TECHNICIANS

Multi-Generations in the Workplace The TraditionalistsThe Traditionalists Baby Boomers Baby Boomers 1946 – 1964 Generation X Generation X Generation Y Generation Y 20’s

Multi-Generations in the Workplace The TraditionalistsThe Traditionalists 1927 – 1945 Raised during the Depression Cherish their jobs Prefer face-to-face interaction.

Multi-Generations in the Workplace Baby Boomers Baby Boomers 1946 – 1964 well-established in their careers equate salaries, long hours with success High levels of responsibility, perks, praise and challenges will motivate

Multi-Generations in the Workplace Generation X Generation X 1965 – 1980 places a premium on family time value work/life balance don’t want face time. Flexible hours and challenging assignments will motivate

Multi-Generations in the Workplace Generation Y Generation Y 20’s fastest growing segment of workforce creative, achievement-oriented and tech-savvy. cultivate a team-oriented environment Immediate feedback and praise will help motivate

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