Transformational leadership


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Transformational leadership

  1. 1. The Drop Of Rain Makes A Hole In The Stone, Not By Violence, But By Often FallingLucretius Transformation is a constant process. Organisations has evolved and survived through transformations and transforming itself.
  2. 2. Transformational Leadership
  3. 3. Transformational Leaders’ Role – To be high impact – Challenge the norms – To be transformational – To have a vision of the way ahead – To be aware of the future – How to manage organisational Resources
  4. 4. Transformational Leader • • • • • • • Mendela Lead with Wisdom Understanding of ? Organisation People Future Visionary!!
  5. 5. histor
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  8. 8. Transformational Leadership What Is Leadership? What Is Transformational Leadership? What Is Management? Handy- The age of paradox, The age of unreason, Northouse, P.G. (2007) Leadership Theory, Kouzes and Posner’s, Bennis and Nanus , Howard Gardner, Basic Books, 1999
  9. 9. What Is Leadership? Mullins (2007) defines merely leadership as: the relationship through which one person influences the behavior or actions of other people. Robbins (sited in Capon) is “the ability to influence a group towards the achievement of goals”, completing that many times leadership is associated with the role of manager....
  11. 11. Transformational Leadership
  12. 12. Transformational Leadership • A process that changes and transforms people. It is concerned with emotions, values, ethics, standards and long term goals and includes assessing followers motives, satisfying their needs, and treating them as full human beings. • northouse
  13. 13. Transformational Leadership • Incorporates charismatic and visionary leadership and though the leader plays a pivotal role in precipitation change, followers and leaders are inextricably bound together in the transformation process.
  14. 14. Transformational Leadership • The process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.
  15. 15. Transformational Leadership • It describes how leaders can initiate, develop and carry out significant changes in organizations. • Rather than being a model that tells leaders what to do, transformational leadership provides a broad set of generalizations of what is typical of leaders who are transforming or who work in transforming contexts • Provides a general way of thinking about leadership that emphasized ideals, inspiration, innovation and individual concerns.
  16. 16. Transformational Leadership • Charisma – A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader. – Charismatic leaders act in unique ways that have specific charismatic effects on their followers
  17. 17. Transformational Leadership Factors The Four I’s • Idealized Influence- describes leaders who act as strong role models for followers. Followers identify with these leaders and want very much to emulate them • Inspirational Motivation- leaders who communicate high expectations to followers and inspire them through motivation to become committed to and a part of the shared vision • Intellectual Stimulation- leadership that stimulates followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader • Individual consideration- leaders who provide a supportive climate in which they listen carefully to the individual needs of the followers
  18. 18. Transformational Leadership • Bennis and Nanus research – Leaders had a clear vision of the future state of their organizations – Leaders were social architects for their organizations – Leaders created trust in their organizations by making their own positions clearly known and then standing by them – Leaders used creative deployment of self through positive self-regard
  19. 19. Transformational Leadership • Transformational Leadership maximizes the human potential within any organization, thereby lowering headcount and cost, increasing ROI and improving retention rates of high performing employees and leaders.
  20. 20. Transformational Leadership Pros - It has been widely researched since 1970’s - It has an intuitive appeal (consistent with society’s popular notion of what leadership means) - It treats leadership as a process that occurs between followers and leaders - It provides a broader view of leadership that augments other leadership models - It places a strong emphasis on followers needs, values, and morals - Evidence supports this theory – it does work!
  21. 21. Transformational Leadership Cons - lacks clarity – it is difficult to define the parameters - Difficult to measure. Idealized influence, inspirational motivation, intellectual stimulation and individualized consideration are all similar and can be hard to make distinct from each other - Transformational leadership can be seen as a personality trait or personal disposition rather than a behavior in which people can be instructed - It is elitist and antidemocratic because it gives the impression that the leader is acting independently of the followers - It has the potential to be abused - It only works in situations that require change! This may not work in an organization that is not open for a tranformation.
  22. 22. Transformational Leadership Points to note • Transformational leadership does not limit itself to a particular style of leadership. • The appropriate style would be assessed by the leaders and the required method apply at particular periods within the process • There is no best or worst leadership style • The organisation and nature of the business would determine the best options
  23. 23. Bennis & O’Toole 0n Leadership* • “Leadership is a combination of personal behaviors that allow an individual to enlist dedicated followers and create other leaders in the process.” • “…they demonstrate integrity, provide meaning, generate trust, and communicate values.” • “…they energize their followers, humanely push people to meet challenging goals, and all the while develop leadership skills in others.” • “Real leaders, in a phrase, move the human heart.” • An effective leader is a “pragmatic dreamer.” * “Don’t Hire the Wrong CEO,” Warren Bennis and James O’Toole, Harvard Business Review, May-June 2000.
  24. 24. Leading Change • According to Kotter, there is an eight-stage process of creating change: * – Establishing a sense of urgency – Creating the guiding coalition – Developing a vision and strategy – Communicating the change vision * Leading Change, John P. Kotter, Harvard Business School Press, 1996.
  25. 25. Leading Change – Empowering broad-based action – Generating short-term wins – Consolidating gains and producing more change – Anchoring new approaches in the culture
  26. 26. Leadership * • “… the key…to leadership, as well as to the garnering of a following, is the effective communication of a story.” • “… the most fundamental stories fashioned by leaders concern issues of personal and group identity…” • “… must in some way help their audience members think through who they are.” * Leading Minds, Howard Gardner, Basic Books, 1995.
  27. 27. Leadership * • “The most powerfully transforming executives possess a paradoxical mixture of personal humility and professional will.” • “They are timid and ferocious. Shy and fearless.” • “They are rare -- and unstoppable.” “Level 5 Leadership,” Jim Collins, Harvard Business Review, January 2001.
  28. 28. The Business Cycle Development Start-Up Growth Product Promotion Advertising Marketing Drivers of Growth Cash Flow: - Maturity Decline Service Sustaining Strategies -- + ++ +
  29. 29. Different Stages in the Business Cycle Call Requires Different Leadership Qualities • • • • • Development – Visionary Start-up – Entrepreneur, salesperson Growth – Promoter, salesperson, visionary Maturity – Marketer, manager Decline – Customer relationship management (CRM)
  30. 30. Leadership: Vision and the transformational leader The Business Cycle Point A Point B * The Age of Paradox, Charles Handy, Harvard Business School Press, 1994
  31. 31. Leadership: Vision - Adapted to Transformational Leadership* The leadership cycle Point A Point B *adapted :lecture
  32. 32. Leadership Must Recognize Changes • By the time you realize where to go it is to late • The world keeps changing – one of the paradoxes of success • Things that got you where you are may not be sufficient for the future. • If you think so you may end up in smokey & bunty to drown your sorrows
  33. 33. Leadership: Vision The Business Cycle Point A Leader’s New Direction Point B
  34. 34. Transformational Leadership: Vision The leadership Cycle – Creating the future Point A Leader’s New Direction Point B
  35. 35. Transformational Leadership: Vision The leadership Cycle – Creating The Future Point B- Move the business foward Point A
  36. 36. The Conceptual Doughnut &Transformational leadership Duty
  37. 37. The Conceptual Doughnut The open around Duty
  38. 38. The Conceptual Doughnut The open around Duty SPACE TO MAKE A DIFFERENCE
  39. 39. Who is The Transformational Leader? •The individual who goes beyond duty • See not only the conceptual doughnut •The individual with the responsibility and who understand the responsibility that the future is theirs •Those recognizing that the tomorrow is new and today is past •Become the priests – a job with a visible core but no boundries
  40. 40. Who is The Transformational Leader? •The last year could have always been better •Entrepreneural •One for whom enough is never enough •The one with the unremitting effort to fill the space beyond core
  41. 41. The Challenge For The Transformational Leader? •The challenges and opportunities are •Finding methods to inspire people •Transferring the vision •Commanding Confidence, coercing and pleasing all (rewarding) •Avoid errors •Empowering sufficiently •Cannot get it wrong •Got it right but not right as it could be – the full possibilities were not explored
  42. 42. Reference • • • • • • • • • • • • • • • • • Cummings & Worley (2004) Organisation Development & Change, Thomson Publishing. Bradford & Burke (2005) Re-inventing organisation development, Wiley Publication. French & Bell (1999) Organisational development: Behavioural science interventions for organisation improvement, Prentice Hall Publication. French, Wendy (et al) (2004) Organisation development & transformation: Managing effective change, McGrawHill. Stacy, Ralph (2000) Strategic Management & organisational dynamics: The challenge of complexity, FT/Prentice Hall. Morgan, Gareth (2006) Images of organisation, Sage Publication. Handy, Charles (2002) Age of Un-reason, Pitman Handy, Charles (1993) Understanding organisations, Penguin Schein, Edgar (1998) Process consultation revisited, Prentice Hall Schien & Gallos (2006) Organisational Development, Jossey Bass Publication Burnes, Bernard (2004) Managing change: A strategic approach to organisational dynamics, Prentice Hall Oppenheim, A.N.(1992) Questionnaire design, interviewing and attitude measurement Slide share-Great lakes institute of management Leading Change, John P. Kotter, Harvard Business School Press, 1996. Notrhouse , 4th edition Transformational Theory Chapter 9 Don’t Hire the Wrong CEO,” Warren Bennis and James O’Toole, Harvard Business Review, May-June 2000. Jim Collins, Harvard Business Review, January 2001
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