1. Transformational, Cultural, and Symbolic Theories
Chapter 7

2. What’s in Chapter 7? Three main points: Transformational Leadership
Cultural Leadership
Symbolic Leadership

3. Introduction
We now shift away from the “scientific” classical theories and look at more progressive theories which capture the value and meaning of leadership to organizations
Stability gave way to major social changes in the 1970s
Much disenchantment with the establishment
Transformational leadership theory was born out of a need for type of leader that was interested in ethics

4. Transformational Leadership Theory
Transformational leadership emerged out of the work of James MacGregor Burns
Transformational leadership is a process in which “leaders and followers raise one another to higher levels of morality and motivation”
Transformational leaders have the ability to “impact, change, or discard the status quo.”
Organizations are changing and need leaders who can bring positive changes, with a focus on values and morality.

5. Transformational Leadership Theory
Transformation centers around growing the needs of followers
The central objective is moving people up the needs hierarchy; transforming people to higher levels
Values and morality are central to leadership

6. Transformational Leadership Theory
People are driven by a moral need
Leaders help followers make sense of inconsistency to arrive at a satisfactory solution

7. Elements of Transformational Leadership
Transformational Leadership is…
Collective rather than focused only on the leader’s needs and power
Dissensual (offering other opinions) and promotes change
Causative rather than reactive (it creates change)
Morally purposeful (values are important)
Elevating (moving to a higher level of challenge and growth)

8. Transformational Vs. Transactional Leadership
Transformation = Change
Transaction = Exchange
Transactional leadership tends to be self-centered and focused on the needs of the leader. Interactions between leaders and followers are simply exchanges (or trades) that benefit the leader.
Transformation involves leaders investing in followers and the desire to change things for the better. Transformational leaders recognize the need for values and seeks to bring his followers to a higher moral level.

9. More about Transformational Leadership
Laissez-faire leadership is the total lack of leadership
Transformational leadership is the process of influence
It is based on interaction and ethics, rather than just productivity and performance
Different authors have different concepts of transactional leadership, but views on transformational leadership are consistent

10. Organizational Culture and Leadership
Assumptions of organizational culture research
Every organization has a culture
Strong cultures mean success
Culture is symbolic and manageable
Every organization has core values that drive the culture
Organizational culture impacted by changes
Deal and Kennedy – corporate cultures centered on values, symbols, and leaders
Peters and Waterman – strong cultures mean success
Schein – leaders play a key role in the culture

11. Important Elements of Organizational Culture
Values
Symbols
Rites and Rituals
Heroes
Stories
Artifacts

12. Symbolic Leaders Leader is the symbolic head of the organization
Steering wheel, visionary, symbolizer
Role of communication central to leading
Masters of the symbolic realm
Social architects

13. Symbolic Leaders Goes beyond Lewin, Lippitt, and White’s work
Leader must create and communicate a clear compelling vision
Leadership is the art of organizing, interpreting, and selling the vision
Leaders use influence
Leadership not management
Leaders serve symbolic and social role, managers serve the functional day-to-day roles
There substantial differences between the two

14. Chapter 7 Summary
Shift in leadership theory to transformational, cultural, and symbolic models
Each unique but still similar in approach
Started to question the ways leadership had been approached in the past