1. Transformational Leadership

2. Transformational Leadership Model
Britt Andreatta

3. History Most modern theory ~ seen as best fit for today’s businesses
Considers leadership in terms of the influence or effects that leaders may have on followers
Effective leaders create and promote desirable visions of the organization (includes perceptions, attitudes, commitments)
Leaders are change-oriented
Generate more creative solutions to problems
Respond more quickly to changes in environment or to mission
Developed in 1980s

4. Transformational Leadership
Restore in organization a sense of meaning and purpose
Projects confidence and commitment to followers
Facilitate the emergence of leadership latent within organization
Attract new personnel of higher quality
Demonstrate more effective delegation
Challenge people more fully
Concerned with doing “the right thing”

5. 5 Step Agenda
Create readiness for change by focusing attention on the unsatisfactory aspects of the organization
Overcome resistance by using non-threatening approaches to introduce change
Articulate a vision by combining rational reasoning and symbolic imagery
Generate commitment
Institutionalize commitment

6. Four I’s of Model
Individualized Consideration – develops associates to higher levels of ability and potential
Intellectual Stimulation – enables associates to think about old problems in new ways
Inspirational Motivation – communicates high standards of performance to associates
Idealized Influence – Associates share complete faith and trust in their leaders

7. Conditions for TL
Organizational crisis is likely to encourage transformational leadership because followers expect leader to take strong action
Turbulent conditions, uncertain environments, rapid changes, especially in technology
Need to be innovative to remain competitive
Have employees/volunteers who are not being used to their full potential (might see high turnover because of this)
Confronted with extremely difficult, complex problems
Limitations:
Better assessments are needed to assess transformational leadership and predict potential transformational leaders
Difficult to know under what circumstances a transformational leader will be effective
New theory needs validation studies and research
difficult to successfully enact because of difficulty of people and organizations successfully changing

8. 5 Exemplary Practices Jim Kouzes & Barry Posner Research-based model
Strong reliability and validity
Found 5 practices common to all ages, ethnicities and fields
Read more in >

9. The Research
Conducted research 4,800 individual cases, plus 350,000 surveys, and 325 studies
They asked: “Think about a time you were at your personal best as a leader … What were the key actions and behaviors you took as the leader that made a difference?”
Found 5 exemplary practices
Example of appreciative inquiry

10. The 5 Practices of Exemplary Leadership
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart

11. Challenging the Process
Innovating
Initiating
Making opportunities for change
Mistakes are seen as opportunities for growth

13. Inspiring a Shared Vision
Looking to the future
Dreaming of new possibilities
Giving direction and purpose to org
Sharing vision with others

14. Enabling Others to Act Recognize you need others
Create atmosphere of mutual trust and respect
Create cooperative goals
Cultivate new leaders by giving them leadership opportunities

15. Modeling the Way Have a set of standards and values
Be clear about your own values
Be consistent with your words and actions
Help others to see possibilities

16. Encouraging the Heart Set high expectations for self and others
Encourage others to contribute
Give clear direction, substantial encouragement, and meaningful feedback
Celebrate individual and team accomplishments