Transformational Leadership
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Transformational Leadership for Organizational Behavior.

Transformational Leadership for Organizational Behavior.

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  • This person just might be what is called a transformational leader.
  • Transformational leadership is a leadership style where one or more persons engage with others in such a way that leaders andfollowers raise one another to higher levels of motivation and morality
  • Idealized Influence (II) - the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.Inspirational Motivation (IM) - Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.Individualized Consideration (IC) - Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.Intellectual Stimulation (IS) - the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.

Transformational Leadership Presentation Transcript

  • 1. Transformational
    The drops of rain make a hole in the stone, not by violence, but by often falling. -------------------------Lucretius
  • 2. ??
  • 3. Agenda
    • Leadership Theories
    • 4. Transformational Leadership
    • 5. Definition
    • 6. Transformational Leadership - A Process
    • 7. 4 I’s of TL
    • 8. Assumptions
    • 9. Components
    • 10. Competencies
    • 11. Personality and its effect
    • 12. Implementation
    • 13. Values and Value System
    • 14. Benefits and Limitations
    • 15. Conclusion
  • Leadership Theories
    Transformational leadership is a more humane leadership theory, as compared to the militaristic transactional theory
    It believes in inspiring employees to do great work through example and the force of a leader's personality
    People rise higher through positive motivation, than negative motivation
    It is a leadership theory which appeals to the higher need of an individual in the Maslov's hierarchy of needs, which is self-actualization!
  • 16. LEADERSHIP IS NOT
    Great Lakes Institute of Management Section 3, Group 1
    • Do it because I say so!!
    • 17. Do it because I am so awesome that I inspire you to participate!!
    • 18. Do it for team mentality!!
  • Have you ever been in a group situation where someone took control of the situation by conveying a clear vision of the group’s goals, a marked passion for the work and an ability to make the rest of the group feel recharged and energized?
  • 19. Transformational
    Leader and leadership
  • 20. Definition
    Transformational Leadership is a leadership style where one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality
  • 21. Transformational Leadership - A Process -
    • Process that changes and transforms
    • 22. Process that is concerned with the Emotions, Values, Standards, Ethics, and Long Term Goals
    • 23. A transformational leader motivates followers to accomplish more than what is usually expected of the
    • 24. m
    • 25. The sum becomes more powerful than its parts
    None of us is as good as all of us!!!!
  • 26. 4 I's of Transformational Leadership
    Idealized Influence
    Leader serves as an ideal role model for followers and is admired for this
    Inspirational Motivation
    Transformational leaders have the ability to inspire and motivate followers
    Individualized Consideration
    Transformational leaders demonstrate genuine concern for the needs and feelings of followers which brings out the best efforts from each individual
    Intellectual Stimulation
    Transformational leaders challenges followers to be innovative and creative
  • 27. Assumptions
    • The prime assumption is, that people will willingly follow a leader who inspires them
    • 28. The vision and passion of one man can transform his followers and together they can achieve great things
    • 29. Energy and enthusiasm are the tonics that get things done
  • Components of Transformational Leadership
  • 30. Steps for Transformational Leadership
  • 31. Competencies of a Transformational Leader
    Continuous Personal Development
    • Wide Range of
    Leadership Styles
    • Personal Values,
    Vision, & Goals
    • Risk-taking & Courage
    • 32. Resilient & Resolute
    Managing Information & Knowledge
    • Inquisitive Mind & Critical
    Thinking To Apply Research
    Findings
    • Measures Performance
    • 33. Breakthrough
    Technologies
    & Networking
    Mental Health Future
    • Recovery-oriented
    • 34. Science ↔ Service
    • 35. Evidence-based Practices
    • 36. Elimination of Disparities
    • 37. Interagency Perspectives
    • 38. Consumer & Family-Relevant
    Outcomes
    Trans. Management
    • Org. & System Shifts &
    Learning
    • Congregate Vision &
    Innovation
    • Strategic Alliances
    • 39. Mgmt. of Collaborative Relationships
    Transformation Leadership Competency
    Business Acumen
    • Financing Strategies
    • 40. Organizational Dynamics
    • 41. Human Resource Development
    • 42. Internal/External Radar
    • 43. Marketing & Branding
    Process Toolkit
    • Negotiation Skills
    • 44. Dispute & Conflict
    Resolution
    • Group Facilitation
    • 45. Concept Mapping,
    Future Casting,
    Lateral Thinking
  • 46. Personality and its effects
  • 47. Implementation and Effects of
    Transformational Leadership
  • 48. Application of Transformational Leadership
    • Provides ideas as to what a leader should be in a transforming environment
    • 49. Vision statements create discussion
    • 50. Can be used in recruitment, selection and promotion, and training and development
  • Effect of Transformation Leadership on Organizational Structure
    • Transformational leadership and organizational culture hold the key to understanding organizational effectiveness
    • 51. Decisions taken by a manager are very important as they affect a large number of people
    • 52. Thus the leadership skills of the manager have to be very pronounced
    • 53. An organic, non-formalized organization with a larger span of control are conducive for transformational leadership to appear
  • Effect of Transformation Leadership on Organizational Structure
  • 54. Self Sacrifice and Transformational Leadership
    • Display of self sacrifice behaviors by leaders enhances transformational leadership
    • 55. Transformational leaders have the ability to transform self-interests of followers into collective interests
    • 56. They do so by enhancing salience of collective identity in the self-concept of followers
    • 57. Followers of transformational leaders work towards advancing overall mission of the group rather than their own personal interests
  • Self Sacrifice and Transformational Leadership
    • Martin Luther King, Mahatma Gandhi, Mother Teresa demonstrated a form of transformational leadership that was based on values
    • 58. Without morally uplifting the followers, leadership cannot be transforming
    • 59. They motivate followers to go beyond their self-interests for the good of the group, organization, or society
    • 60. Such actions mutually benefit both the organization/ society and the employees
  • Self Sacrifice and Transformational Leadership
    Great Lakes Institute of Management Section 3, Group 1
  • 61. Transformational Leadership in B-Schools
    The findings of this study provide some preliminary evidence on the changes in value systems that are caused by management education. Self-oriented values become more important and others-oriented values become less important
  • 62. Transformational Leadership in Marketing
    • Transformational leader offers a solution to the marketers whose product finds a lot of resistance by a brand community who is loyal to another product
    • 63. A transformational leader can ensure that the next generation of top management personifies the new approach by communicating how the changes have led to better performance (Kotter 1995)
    • 64. The leader appeals to the followers’ need for achievement and growth by projecting the change in a manner that the followers find attractive
    • To perform Corporate Social Responsibility (CSR) activities, one needs to have leadership with an objective to transform society
    • 65. Due to company’s contribution to society, the company’s social image changes
    • 66. The customer starts expecting the firm to act in a manner consistent with its image
    • 67. Therefore, customer starts associating certain expected actions with traditions
    • 68. This, thus, initiate or leverage brand loyalty and helps attract brand communities
    Corporate Social Responsibility and Brand Communities
  • 69. Values and Value System in
    Transformational Leadership
  • 70.
    • Rokeach (1973: 5) defined a value as
    “an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.”
    • Instrumental value
    • 71. Moral values
    • 72. Self-actualization value
    • 73. Terminal value
    • 74. Personal value
    • 75. Social value
    Values
  • 76.
    • A set of rank-ordered values is called a value system
    • 77. Looking at a person’s values separately and independently of one another cannot meaningfully explain attitudes and behaviours
    • 78. Happiness is not a unique value; how much a person values happiness in comparison with the other things can help in explaining person’s attitudes and behaviours
    • 79. The rank ordering of values or the hierarchical value system – The only thing that can capture the unique value configuration of an individual. (Rokeach & Ball-Rokeach, 1989)
    Value System
  • 80.
    • Evolution of all beings – A realization of oneness with other beings.(Indian Weltanschauung)
    • 81. The beings that are more evolved progress toward oneness consciously while the less evolved beings progress unconsciously
    • 82. Getting into a state of greater selfish isolation from others would be the exact opposite of going toward the state of oneness
    Evolution - Oneness with others
  • 83. Benefits and Limitations of
    Transformational Leadership
  • 84. Benefits
    • Widely researched intuitive appeal
    • 85. Focuses on the follower too
    • 86. Emphasis on followers’ needs, values, and morals
    • 87. Enthusiastic work atmosphere
    • 88. Innovations
    • 89. Higher output and efficiency
    • 90. Develops future leaders
    • 91. People will work for leader even if monetary compensation is less
    Great Lakes Institute of Management Section 3, Group 1
  • 92. Limitations
    • Lacks conceptual clarity
    • 93. Validity of MLQ is questionable
    • 94. Fixed trait or malleable state
    • 95. Potentially elitist or antidemocratic
    • 96. Totally depends on ability of leader
    • 97. Leaders might lack the required characteristics
  • Conclusion
    Lead and inspire people. Don't try to manage and manipulate people. Inventories can be managed but people must be lead. --- Ross Perot
  • 98. THANK YOU