0
The Secret Behind    Transformational                               Leadersa presentation brought to you by:              ...
Sherry Perkins                                           • M.A. Organizational Development                                ...
Who We Are   • Founded 1991   • Over 45,000 clients served worldwide   • Offices in nearly 130 countries   • Founding memb...
Creating Value for Clients   We support our clients through the full employee   life-cycle, helping them identify the best...
Diverse Base of Marquee Clients          Financial Services                     Retail & Consumer   Travel & Hospitality  ...
Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
Objectives: • Review Historical Leadership Patterns and Trends • Define Transformational Leadership • Isolate the Characte...
Discussion Questions 1. What are the signs that leadership is present? 2. Can individuals be trained to be leaders? 3. Is ...
Leadership Definition • The activity of leading a group of people or an organization.   Leadership involves       (1) esta...
The Leader Versus Manager            Leader                                                    Manager   •      Change    ...
Are You Developing Managers Who Can Lead?                                                             Most companies are  ...
2009 Global Top 25 Companies for Leaders• IBM                                                     •   TNT N.V.• Proctor & ...
2009 Global Top 25 Companies for Leaders• IBM                                                     •   TNT N.V.• Proctor & ...
“The Quality of Leadership, more than any other single factor, determines the  success or failure of an organization.”    ...
Leadership Styles (Chat) – Name a Couple                                                          •   1.                  ...
Leadership Styles                                                          • Authoritarian                                ...
The Evolution of Leadership                       Past                                        Present• Authoritarian (tops...
Sign of the Times (Chat)       Industrial Age                                         Information Age•    Adversarial Rela...
Sign of the Times       Industrial Age                                         Information Age•    Adversarial Relationshi...
The Managerial GridRobert Blake and Jane Mouton, 1985                    P                    e                    o      ...
Generational Leadership                                         (Traditionalist/Boomers )                Worker Traits    ...
Generational Leadership (Gen-Xers)                Worker Traits                                              Their Leaders...
Situational Leadership ModelPaul Hersey and Ken Blanchard, 1960’s                                      Can Do and Wants   ...
Transformational Leader                         Individualized Consideration                       Intellectual Stimulatio...
A New Kind of Leader“Transformational Leader”• Introduced by James MacGregor  Burns, 1978• Marked by:      – Strong Emotio...
Definition “Transformational Leader”• Components :      – Inspirational Motivation (Charisma;        Inspires engagement, ...
Where Does Transformational Leadership Fit?Motivated, Engaged Workforce                                                   ...
Open-Systems Team Model                                                           (Pre-requisites)                        ...
Double-Loop Learning   Argyris, C. (1978)  Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requir...
Thinking Style                                                               Learning Index     1   2   3     4   5   6   ...
COMMUNICATION STYLES                                              Scale 1                    Scale 2                    Sc...
Effective Work Environment      By Robert K. Greenleaf (1977)                INDIVIDUAL FOCUS                             ...
Effective Work Environment      By Robert K. Greenleaf (1977)              INDIVIDUAL FOCUS                               ...
The Charismatic Leader                                                          • 40,000 manager-leaders                  ...
Transformational Leader           Leader Focused                                                              People Focus...
Checkpoint 360 Universal                            Competencies & Skill Sets (Poll)         Communication:               ...
Which Competencies Coincide with Transformational             The Leadership Style?          Communication:               ...
How Would you Rate As A Transformational Leader?                             Take a CheckPoint 360 Leadership Survey on Us...
Critical Checkpoint Competencies / Skills                             (Transformational Leadership)                       ...
Feedback is Critical                                                           Clients    ‘Self’                          ...
Are You a Transformational Leader? (Poll)1. Absolutely 100%2. I’m more than half way there.3. I don’t know. I’d like to   ...
Questions?
www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
Contact Us           Profiles Assessment Asia (Pte.) Limited                    An Authorized Strategic Business Partner of...
Upcoming SlideShare
Loading in...5
×

Transformational leadership

2,875

Published on

Transformational Leadership is one of the indisputable “Hot Topics” in the area of Leadership. Although the concept has been around since the early 80’s, it has really begun to catch fire in recent years. What’s all the hype about transformational leadership and how does it differ from other prominent leadership styles? Join us for our January 17 webinar and bring your “HR Speak” up-to-date. You’ll hear a clear description of the concept and how it is differentiated from other leadership styles. You’ll be able to evaluate the relevance of this leadership style for your organization, isolate leader characteristics that map to this style, and provide suggestions to your organization for developing this leadership style in your organization. You don’t want to miss this exciting discussion.

Published in: Self Improvement
1 Comment
3 Likes
Statistics
Notes
No Downloads
Views
Total Views
2,875
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
254
Comments
1
Likes
3
Embeds 0
No embeds

No notes for slide

Transcript of "Transformational leadership"

  1. 1. The Secret Behind Transformational Leadersa presentation brought to you by: Sherry Perkins
  2. 2. Sherry Perkins • M.A. Organizational Development • 30 Years Experience • Technology/Management/HR • Business Owner • Chair Waco WIB Alliance Vice President Enterprise Solutions • SCORE Counselor Consulting • UOP Management Instructor ® imagine great peoplewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  3. 3. Who We Are • Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of Test Publishers • Microsoft Certified Partnerwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  4. 4. Creating Value for Clients We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  5. 5. Diverse Base of Marquee Clients Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Client Highlights • 11,000 + active clients • Client base includes 152 Fortune 2000 companies • Represented in nearly 130 countrieswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  6. 6. Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  7. 7. Objectives: • Review Historical Leadership Patterns and Trends • Define Transformational Leadership • Isolate the Characteristics/Behavioral Patterns that Typify This Leadership Style • Discuss Environments Best and Least Suited for Various Leadership Styles • Suggest Strategies for Building Transformational Leaders1www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  8. 8. Discussion Questions 1. What are the signs that leadership is present? 2. Can individuals be trained to be leaders? 3. Is it more difficult to transition into or out of a leadership position or role? 4. What are the top three most difficult challenges that leaders face? 5. Is it more difficult to be a manager or a leader? What is the basis for your selection?2www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  9. 9. Leadership Definition • The activity of leading a group of people or an organization. Leadership involves (1) establishing a clear vision, (2) sharing that vision with others so that they will follow willingly, (3) providing the information, knowledge, and methods to realize that vision, and (4) coordinating and balancing the conflicting interests of all members and stakeholders. • Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. http://www.businessdictionary.com/definition/leadership.html#ixzz2EreBhBfu3www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  10. 10. The Leader Versus Manager Leader Manager • Change • Stability • Shapes Culture • Enacts Culture • Vision • Objectives • Sets Direction • Plans Details • Passion • Control • Transformational • Transactional • Breaks Rules • Makes Rules • Uses Conflict • Avoids Conflict • Takes Risks • Minimizes Risks 4http://changingminds.org/disciplines/leadership/articles/manager_leader.htmwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  11. 11. Are You Developing Managers Who Can Lead? Most companies are Over-managed and Under-led. 5 DecisionWise, Inc. 2010. Retrieved from http://www.decision-wise.com/leadership-development.html www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  12. 12. 2009 Global Top 25 Companies for Leaders• IBM • TNT N.V.• Proctor & Gamble • Deere & Company• General Mills, Inc. • Whirlpool Corporation• McKinsey & Company • 3M Company• ICICI Bank Ltd. • Cargill, Incorporated• McDonald’s Corporation • Olam International• General Electric Company • Eli Lilly and Company• Titan Cement Company • PepsiCo, Inc.• China Mobile Communications • American Express Company Corporation • Lockheed Martin Corporation• Hindustan Unilever • Intel Corporation• Natura Cosmeticico S.A. • Infosys Technology• Colgate Palmolive • FedEx Corporation 6Hewitt Associates, The RBL Group and Fortune, December, Retrieved fromhttp://wwwlgreatleadershipbydan.com/2009/12/2009-global-top-companies-leaders.htmlwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  13. 13. 2009 Global Top 25 Companies for Leaders• IBM • TNT N.V.• Proctor & Gamble • Deere & Company• General Mills, Inc. • Whirlpool Corporation• McKinsey & Company • 3M Company• ICICI Bank Ltd. • Cargill, Incorporated• McDonald’s Corporation • Olam International• General Electric Company • Eli Lilly and Company• Titan Cement Company • PepsiCo, Inc.• China Mobile Communications • American Express Company Corporation • Lockheed Martin Corporation• Hindustan Unilever • Intel Corporation• Natura Cosmeticico S.A. • Infosys Technology• Colgate Palmolive • FedEx Corporation 7Hewitt Associates, The RBL Group and Fortune, December, Retrieved fromhttp://wwwlgreatleadershipbydan.com/2009/12/2009-global-top-companies-leaders.htmlwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  14. 14. “The Quality of Leadership, more than any other single factor, determines the success or failure of an organization.” Fred Fildler and Martin Chemers8Ken Nowack. (2006) Emotional Intelligence: Leaders Make a Difference. HRTrends, 17,40-42. Taken from http:// results.envisialearning.comwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  15. 15. Leadership Styles (Chat) – Name a Couple • 1. • 2. • 3. • 4.9www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  16. 16. Leadership Styles • Authoritarian (autocratic) • Participative (democratic) • Delegative (laissez- faire) • Situational • Servant • Transactional • Transformational10www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  17. 17. The Evolution of Leadership Past Present• Authoritarian (tops down) • Participative ( Shared)• Centralized Leadership • Matrix/Open Systems• Individualized Leadership Collaborative• Leader-Based • Group or Team Leadership• Task-Focused • Culture or Values-Based• MBWA (Management by Walking • Knowledge-Focused Around) • Virtual Offices/Global Work• Singularity of Perspective Setting• Goal-centric • Multi-cultural, Multi-valued, Multi-generational • Transformative11www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  18. 18. Sign of the Times (Chat) Industrial Age Information Age• Adversarial Relationships • Cooperative Relationships• Bureaucratic Organization • Team Organization• Autocratic Leadership • _________• Centralized Control • Autonomy with Accountability • Democracy• Autocracy • _________• Conformity • Initiative• Compliance • Networking• One-Way Communications • _________• Compartmentalization12www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  19. 19. Sign of the Times Industrial Age Information Age• Adversarial Relationships • Cooperative Relationships• Bureaucratic Organization • Team Organization• Autocratic Leadership • Shared Leadership• Centralized Control • Autonomy with Accountability• Autocracy • Democracy• Conformity • Diversity• Compliance • Initiative• One-Way Communications • Networking• Compartmentalization • Holism13www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  20. 20. The Managerial GridRobert Blake and Jane Mouton, 1985 P e o High People – Low Task High People – High Task p Country Club Collaborative Leader l e Low People – Low Task Low People – High Task Impoverished Authoritarian Task14www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  21. 21. Generational Leadership (Traditionalist/Boomers ) Worker Traits Their Leaders• Pride in workmanship • Strong, firm leadership• Integrity • Autocratic (single• Obedience headship)• Patience • No mixed messaging• Work ethic (long hours, • Inter-personal hard work, and completed communication tasks) • Talk first – email second• Work defines the person• Company loyalty• Stability, upward mobility15Patrik Malmquist 04/2011,www .applitude.se/2011/04/ the-evolution-of-leadership-styles/www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  22. 22. Generational Leadership (Gen-Xers) Worker Traits Their Leaders • Family-oriented • Flexible • Work/Life balance priority • Attentive • Mission focused; not clock • Use technology well focused • Good communicators: Check for • Impatient; quick learners understanding • Want to be taken seriously • Establish expectations • Prefer time off rather than • Don’t expect them to “Read money Between the Lines” • Always looking for a work- around • Not particularly trusting • Loyal to self and family16 Patrik Malmquist 04/2011,www .applitude.se/2011/04/ the-evolution-of-www.profilesinternational.com leadership-styles/©2012 Profiles International, Inc. All rights reserved.
  23. 23. Situational Leadership ModelPaul Hersey and Ken Blanchard, 1960’s Can Do and Wants Can’t Do But Wants To Do To Do (Empower) (Train/Coach) Can Do But Doesn’t Can’t Do/Doesn’t Want To Do Want To Do (Inspire/Motivate) (?)17www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  24. 24. Transformational Leader Individualized Consideration Intellectual Stimulation Transformational Leader Inspirational Motivation Idealized Influence James MacGregor Burns, 1978, followed by Bernard M. Bass, 1985 18 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  25. 25. A New Kind of Leader“Transformational Leader”• Introduced by James MacGregor Burns, 1978• Marked by: – Strong Emotional Intelligence – Willingness to Take Risk – Focus on higher purpose, elevated thinking (Perhaps a spiritual tone) – Ability to transform even as they work to transform the organization. (“Let’s grow together”)19www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  26. 26. Definition “Transformational Leader”• Components : – Inspirational Motivation (Charisma; Inspires engagement, commitment) – Intellectual Stimulation (Creativity and Independent Thinking) – Individualized Consideration (Respect for Individual Needs – “no one-size fits all”) – Idealized Influence (Practices Ethics; Instills pride and trust; appreciates core values) 20 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  27. 27. Where Does Transformational Leadership Fit?Motivated, Engaged Workforce Learning Organization Servant Laissez-Faire Autocratic Team is a Strong Emotional “Good Fit” Transformational Maturity Transactional Participative Situational Open-Systems Innovative, Risk-Taking Environment 21 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  28. 28. Open-Systems Team Model (Pre-requisites) Dr. Oscar Mink, Open Organization, 1979Effective Decision Level atCommunications Lowest Level of CompetencyEqual Reward forTeam versus Members WhoIndividual Are Capable andAchievement CommittedClearly Understood Goals Inspire ContinuousMember Authority and LearningAccountability 22 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  29. 29. Double-Loop Learning Argyris, C. (1978) Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html .23www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  30. 30. Thinking Style Learning Index 1 2 3 4 5 6 7 8 9 10Can they cope with Verbal Skill 1 2 3 4 5 6 7 8 9 10 Verbal Reasoningthe mental demands? 1 2 3 4 5 6 7 8 9 10 Numerical Ability 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning 1 2 3 4 5 6 7 8 9 10 Behavioral Traits Energy Level 1 2 3 4 5 6 7 8 9 10 Assertiveness 1 2 3 4 5 6 7 8 9 10 SociabilityWill they be 1 2 3 4 5 6 7 8 9 10 Manageability 1 2 3 4 5 6 7 8 9 10comfortable in the Attitude Decisiveness 1 2 3 4 5 6 7 8 9 10job environment? Accommodating 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Independence 1 2 3 4 5 6 7 8 9 10 Objective Judgment 1 2 3 4 5 6 7 8 9 10 Occupational Interests Enterprising 1 2 3 4 5 6 7 8 9 10Are they motivated Financial/Admin People Service 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10by this kind of work? Technical 1 2 3 4 5 6 7 8 9 10 24 Mechanical 1 2 3 4 5 6 7 8 9 10 www.profilesinternational.com Creative 1 2 3 4 5 6 7 8 9 10 ©2012 Profiles International, Inc. All rights reserved.
  31. 31. COMMUNICATION STYLES Scale 1 Scale 2 Scale 3 Scale 4C A A TER HRC ISTICS D IV R ER E R SS E XP E IV A IA LE M B A A TIC L N LY ABehavioral Patterns Direct/Controlling Direct/Supporting Indirect/S upporting Indirect/ControllingPace Faster/Decisiv e Faster/Spontaneous S er/R ed low elax S er/S low ystem atic R elationship/Priority Task/Result Relationship/Interaction Task/Process C m om unication Being Taken Loss of S ocial S udden C hange, P ersonal C riticismFears A antage of dv Recognition Instability of their workGains Security Playfulness P reparation, Control Leadership Friendship, C ooperationThrough Others A pprov al Thoroughness Quality or im of pact Acknow ledgem ents P recision,Measures Persons C patibility w others, om ith Results, tracks records Applause A ccuracyWorth By depth of contribution and process C plim om ents Q uality of R esultsInternal Motivator "Win" "S " how "Participation" "P rocess" F al, ormAppearance Businesslike, Functional Fashionable, stylish Casual, conform ing conserv eativ Efficient Interacting Friendly F al ormWorkplace Busy B usy Functional Functional Structured P ersonal Personal S tructured 10 25 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  32. 32. Effective Work Environment By Robert K. Greenleaf (1977) INDIVIDUAL FOCUS TEAM Atmosphere for Team Mentality Individual Growth Open Communications Emphasis on Balanced Mutual Trust Among Lifestyle Stakeholders People are Valued RESOURCES CULTURAL MINDSET Sufficient Financial Freedom to Make Decisions Resources Supportive Governing Board Atmosphere Encourages Risk-Taking Commitment to Broad MissionBehaviors and Effective Work Environments, Dissertation ,http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf 26www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  33. 33. Effective Work Environment By Robert K. Greenleaf (1977) INDIVIDUAL FOCUS TEAM People are Exploited Strong Prejudices Excessive Internal Competition Extreme Conflict Centralized Power in a Few RESOURCES CULTURAL MINDSET Insufficient Top-down Decision-making Financial Hierarchical Resources Fear of Authority Profit-driven Rigidity Focus on the RulesBehaviors and Effective Work Environments, Dissertation ,http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf 27www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  34. 34. The Charismatic Leader • 40,000 manager-leaders assessed for their leadership charisma • …by almost 400,000 ‘Direct Reports’ 28www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  35. 35. Transformational Leader Leader Focused People Focused • Visionary • Trust • Power • Empowerment • Control • Evolving • Charisma • Transforming • Spiritual ComponentMiller, M. (2007, October). Transformational leadership and mutuality. Transformation 24(3), 180-192.Colbert, A.E., Kristof-Brown, A.L., Bradley, B.H. & Barrick, M.R. (2008). CEO transformational leadership:The role of goal importance congruence in top management teams. Academy of Management Journal 51(1), 81-96.Weiner, E.J. (2003). Secretary Paulo Freire and the democratization of power:Toward a theory of transformative leadership. Education Philosophy and Theory 35(1), 89-106 29www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  36. 36. Checkpoint 360 Universal Competencies & Skill Sets (Poll) Communication: Task Management: • Listens to Others • Works Efficiently • Processes Information • Works Competently • Communicates Effectively Production: Leadership: • Takes Action • Instills Trust • Achieves Results • Provides Direction Development of Others: • Delegates Responsibility • Cultivates Individual Talents Adaptability: • Motivates Successfully • Adjusts to Circumstances Personal Development: • Thinks Creatively • Displays Commitment Relationships: • Seeks Improvement • Builds Personal Relationships • Facilitates Team Success30www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  37. 37. Which Competencies Coincide with Transformational The Leadership Style? Communication: Task Management: • Listens to Others • Works Efficiently • Processes Information • Works Competently • Communicates Effectively Production: Leadership: • Takes Action • Instills Trust • Achieves Results • Provides Direction Development of Others: • Delegates Responsibility • Cultivates Individual Talents Adaptability: • Motivates Successfully • Adjusts to Circumstances Personal Development: • Thinks Creatively • Displays Commitment Relationships: • Seeks Improvement • Builds Personal Relationships • Facilitates Team Success 31 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  38. 38. How Would you Rate As A Transformational Leader? Take a CheckPoint 360 Leadership Survey on Us.32www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  39. 39. Critical Checkpoint Competencies / Skills (Transformational Leadership) ListensThinks Creatively Communicates Adaptability CommunicationDisplaysCommitmentSeeksImprovement Personal Takes Action Production DevelopmentCultivates Talents Development Relationships Facilitates TeamMotivates of Others Success * Builds Personal Relationships 33 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  40. 40. Feedback is Critical Clients ‘Self’ Partners Anonymous Each Direct Leader/ & Confidential ‘Boss’ Reports Manager Anonymous & Confidential Peers34www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  41. 41. Are You a Transformational Leader? (Poll)1. Absolutely 100%2. I’m more than half way there.3. I don’t know. I’d like to participate in a Checkpoint 360 leadership survey and feedback on my transformational leadership skills.35www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  42. 42. Questions?
  43. 43. www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  44. 44. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×