1. Lecture 10 – Transformational Leadership Theory
ADM Leadership
Lecture 10 – Transformational Leadership Theory

2. Introduction
Transformational leadership has been the subject of much recent research.
Process that changes and transforms individuals.

3. Introduction
Concerned with emotions, values, ethics, standards, and long-term goals and involves assessing followers’ motives, satisfying their needs, and treating them as full human beings.
Exceptional form of influence that motivates followers to do more than is expected of them.
Often linked to visionary and charismatic leadership.

4. Transformational Leadership Defined
Transactional leadership is most common and involves exchanges between leaders and followers.

5. Transformational Leadership Defined
Transformational leadership refers to the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.

6. House’s Theory of Charismatic Leadership

7. Bass’s Theory of Transformational Leadership
Motivates followers to do more than expected by:
Raising followers’ level of consciousness about the importance and value of goals.
Getting followers to transcend their own self-interest for the good of the team or organization.
Moving followers to address higher level needs.

8. Bass: Leadership Continuum

9. Bass: Leadership Factors

10. Full Range of Leadership Model

11. Transformational Leadership Factors
Idealized influence – Leaders who act as strong role models for followers.
Inspirational motivation – Leaders who communicate high expectations, inspiring them to become committed to organizational goals.

12. Transformational Leadership Factors
Intellectual stimulation – Leaders who stimulate followers to be creative and innovative.
Individualized consideration – Leaders who provide a supportive climate in which they listen to needs of followers.

13. Transactional Leadership Factors
Contingent reward – Leaders try to obtain agreement on what needs to be done and what the payoffs will be for the people doing it.
Management-by-exception – Leaders use corrective criticism, negative feedback, and negative reinforcement.
Active: Micromanagement.
Passive: Problem-based intervention.

14. Nonleadership Factor
Laissez-faire – The absence of leadership: abdicate responsibility, delay decision, give no feedback, make no efforts to satisfy followers’ needs.

15. Additive Effect of Transformational Leadership

16. Other Transformational Perspectives
Bennis and Nanus.
Transforming leaders have a clear vision of the future state of their organizations.
Transforming leaders are social architects for their organizations.
Transforming leaders create trust by taking positions and sticking with them.
Transforming leaders use creative deployment of self through positive self-regard.

17. Other Transformational Perspectives
Tichy and Devanna.
Act 1: Recognize the need for change.
Encourage dissent.
Encourage objective assessment of outcomes.
Encourage visiting other organizations to identify alternative approaches.
Act 2: Create a vision.
Act 3: Institutionalizing changes.

18. How Does Transformational Leadership Work?
Transformational leaders set out to empower followers and nurture them to change.
They become strong role models for their followers.
They create a vision.
They act as change agents who initiate and implement new directions.
They act as social architects.

19. Strengths Widely researched from many different perspectives.
It has intuitive appeal as a concept.
It treats leadership as a process between leaders and followers.

20. Strengths
It offers an expanded picture of leadership. Most other models are transactional.
It has a strong emphasis on followers’ needs, values, and morals.
It has substantial evidence of being effective.

21. Criticisms Lacks conceptual clarity.
The measurement scale does not always distinguish clearly among factors.
It is a trait theory rather than a behavioral theory.

22. Criticisms Tends to be elitist and antidemocratic.
Has a heroic leadership bias.
May not work on all levels of the organization.
Has the potential to be abused.

23. Application
Provides a broad set of generalizations about what is typical of transforming leaders.
The Multifactor Leadership Questionnaire can be used in training programs to identify leadership strengths and weaknesses.
Many training programs focus on creating a vision.