Transformative Leadership Dr. Adelaida L. Bago Educational Leadership and Management Department De La Salle University Manila
Transformative Leadership• Transformative leadership is based on the concept of collaborative leadership• Transformative is based on the principle of shared leadership
Transformative Leaders• Transformative leaders are like "midwives" in that when the product is developed, the group will right say: "we did it ourselves."
Transformative Leaders• Transformative leaders know what is happening in a group by listening quietly with their deepest self
Transformative Leaders• Being open and attentive is more effective than being judgmental because people naturally tend to be good and truthful when they are being received in a good and truthful manner.
Transformative Leaders•Transformative leaders work in any setting without complaint always acting so that all will benefit.
Leader Factor• Task (Directive) Behavior Establishing well defined-patterns of organization, channels of communication and ways of getting job done• Relationship (Supportive) Behavior Maintaining personal relationships, providing socio-emotional support, and facilitating behavior
Follower Factor (Development Levels)• Emotional Maturity Commitment to complete a task• Work Maturity Degree of competence to complete a task
DEVELOPMENT LEVELS• Level 1: Enthusiastic beginner- low competence and high commitment• Level 2: Disillusioned learner-low/some competence and low commitment• Level 3: Reluctant contributor: moderate to high competence and variable commitment• Level 4: Peak performer: high competence and high commitment
Supporting StyleHigh Supportive and Low Directive• Encourages input• Actively listens• Allows follower to make decisions• Encourages two-way communication• Supports risk taking• Compliments work• Praises and builds confidence
Coaching StyleHigh Directive and High Supportive Behavior• Defines role and accountability• Provides supervision and instruction• Leader makes decisions
Delegating StyleLow Supportive and Low Directive Behavior• Delegates tasks• Presents big picture• Light supervision• Monitors activities• Reinforces results• Remains accessible
Directing StyleHigh Directive and Low Supportive• Explains decisions and allows opportunity for clarification• Leader makes decisions• Explains follower’s role• Reinforces small improvements
Effective Style (Lunenberg)R Oe rl Ia Executivet e Developer ni to ans t Benevolenth I Bureaucrat Autocrat oip n Task Orientation
Ineffective StyleROe rl i Missionary Compromisera et ni to an t Deserter Autocrats ih oi np Task Orientation
CollaborationA principle-based process of• working together and• building true consensus, ownership, and alignment in all aspects of the organization• which produces trust, integrity and break through results
CollaborationA work ethic that recognizes that• work gets done through people• people want and need to be valued• any change must be owned by those implementing it to be successful
Collaboration• A decision-making framework based on principle (philosophy) rather than power and personality• An organizing principle for leading and managing the 21st century workplace• The way people naturally want to work
The Collaborative Change Process Current Desired State State (Future) Culture Culture Transition State Process content Process content Interventions Change MethodChange Strategies Preventions
Pressures and Resistance to Change Current Desired Condition Condition Desired Future Pressures Resistance •Government •Fear of Unknown intervention •Threats to Power and •Social values Influence •Changing •Knowledge and Technology Skill Obsolescence•Administrative •Organizational Decisions Structure •Employees’ •Limited Resources Needs Equilibrium •CBA Driving Forces Resisting Forces
Organizational HealingBecause schools are human institutions,there will be ongoing needs for healing thewoundednessthat inevitably surfaces there.
Seven Core Values of Collaboration Recognition and Respect for Growth PeopleFull Responsibility & Accountability Honor and Integrity Empowerment Trust-based Relationships Ownership & Alignment Consensus
Shared Leadership• Shared Growth and Development• Shared Accountability and Responsibility• Shared Decision-Making
The Emphasis of Shared Leadership • Ownership – problems and issues, programs, achievement • Learning – focus on growth and development of the people in the organization • Sharing - open, respectful and informed conversation
CLASSICAL AND SHARED LEADERSHIP CLASSICAL SHARED• Displayed by a person’s • Identified by the quality position in hierarchy of interaction• Evaluated by whether • Evaluated by how people leader solves problems work together• Leaders provide solutions • Everyone works to and answers enhance the process• Distinct differences • People are between leaders and interdependent followers • Communication stresses• Formal communication conversation• Often relies on secrecy, • Values democratic deception and payoffs processes, honesty and shared ethics
Benefits of Making Members Participate in Decision Making• Decision quality• Decision Creativity• Decision Acceptance• Decision Understanding• Decision Judgment• Decision Accuracy
What is a Workplace team? • A workplace team is composed of a number of persons usually reporting to a common superior and having some face-to-face interaction who have some degree of interdependence in carrying out tasks for the purpose of achieving organizational goals French and Bell
•A team is a small number ofpeople with complementaryskills who are committed to acommon purpose, set ofperformance goals andapproach for which they holdthemselves mutuallyaccountable Katzenbach andSmith
•A self-directed work team is anatural work group ofinterdependent employees whoshare most, if not all, the roles oftraditional supervisorHitchcock and Willard
What are thecharacteristics ofsuccessful teams?
•A clear elevating goal
• A results driven structure
•A collaborative climate
•Standards of Excellence
•External Support and
How does a group become a high performing team? • Shared organizational expectations • Clarity of group tasks • Concern for group maintenance • Concern for individual needs
Commitment• I want to be a transformative leader. In order to realize this I am committed to the following:1. ______________2. ______________3. ______________4. ______________5. ______________