Transformational leadership

The Secret Behind
Transformational
Leaders
a presentation brought to you by:

Sherry Perkins

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

®
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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
Leaders

1

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?

2

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#ixzz2EreBhBfu

3

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
4
http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

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

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

6
Hewitt Associates, The RBL Group and Fortune, December, Retrieved from
http://wwwlgreatleadershipbydan.com/2009/12/2009-global-top-companies-leaders.html

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

7
Hewitt Associates, The RBL Group and Fortune, December, Retrieved from
http://wwwlgreatleadershipbydan.com/2009/12/2009-global-top-companies-leaders.html

“The Quality of Leadership, more than
any other single factor, determines the
success or failure of an organization.”
Fred Fildler and Martin Chemers

8
Ken Nowack. (2006) Emotional Intelligence: Leaders Make a Difference. HR
Trends, 17,40-42. Taken from http:// results.envisialearning.com

Leadership Styles (Chat) – Name a Couple
• 1.
• 2.
• 3.
• 4.

9

Leadership Styles
• Authoritarian
(autocratic)
• Participative
(democratic)
• Delegative (laissez-
faire)
• Situational
• Servant
• Transactional
• Transformational
10

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
• Transformative

11

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
• _________
• Compartmentalization

12

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 • Holism

13

The Managerial Grid
Robert 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

Task

14

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 mobility

15
Patrik Malmquist 04/2011,www .applitude.se/2011/04/ the-evolution-of-leadership-styles/

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 family
16 Patrik Malmquist 04/2011,www .applitude.se/2011/04/ the-evolution-of-
www.profilesinternational.com leadership-styles/

Situational Leadership Model
Paul 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) (?)

17

Transformational Leader

Individualized Consideration Intellectual Stimulation

Transformational
Leader

Inspirational Motivation Idealized Influence

James MacGregor Burns, 1978, followed by Bernard M. Bass, 1985

18

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”)

19

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

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

Open-Systems Team Model
(Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979

Effective Decision Level at
Communications Lowest Level of
Competency

Equal Reward for
Team versus Members Who
Individual Are Capable and
Achievement Committed

Clearly Understood Goals Inspire Continuous
Member Authority and Learning
Accountability

22

Double-Loop Learning

Argyris, C. (1978)

Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html .
23

Thinking Style
Learning Index 1 2 3 4 5 6 7 8 9 10

Can they cope with Verbal Skill 1 2 3 4 5 6 7 8 9 10

Verbal Reasoning
the 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
Sociability
Will they be
1 2 3 4 5 6 7 8 9 10
Manageability 1 2 3 4 5 6 7 8 9 10

comfortable in the Attitude
Decisiveness
1 2 3 4 5 6 7 8 9 10

job 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 10

Are 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

10
by 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

COMMUNICATION STYLES
Scale 1 Scale 2 Scale 3 Scale 4
C 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 A
Behavioral Patterns Direct/Controlling Direct/Supporting Indirect/S upporting Indirect/Controlling
Pace 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 riticism
Fears
A antage of
dv Recognition Instability of their work
Gains Security Playfulness P reparation,
Control Leadership Friendship, C ooperation
Through Others' A pprov al Thoroughness
Quality or im of
pact Acknow ledgem ents P recision,
Measures Person's C patibility w others,
om ith
Results, tracks records Applause A ccuracy
Worth By depth of contribution
and process C plim
om ents Q uality of R esults
Internal Motivator "Win" "S "
how "Participation" "P rocess"
F al,
orm
Appearance Businesslike, Functional Fashionable, stylish Casual, conform ing
conserv eativ
Efficient Interacting Friendly F al
orm
Workplace Busy B usy Functional Functional
Structured P ersonal Personal S tructured 10

25

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 Mission

Behaviors and Effective Work Environments, Dissertation ,
http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf 26

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 Rules

Behaviors and Effective Work Environments, Dissertation ,
http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf 27

The Charismatic Leader

• 40,000 manager-leaders
assessed for their
leadership charisma

• …by almost 400,000
‘Direct Reports’

28

Transformational Leader

Leader Focused People Focused

• Visionary • Trust
• Power • Empowerment
• Control • Evolving
• Charisma • Transforming
• Spiritual Component

Miller, 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

29

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 Success
30

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

How Would you Rate As A Transformational Leader?
Take a CheckPoint 360 Leadership Survey on Us.

32

Critical Checkpoint Competencies / Skills
(Transformational Leadership)
Listens
Thinks Creatively Communicates

Adaptability Communication

Displays
Commitment
Seeks
Improvement Personal Takes Action
Production
Development

Cultivates Talents Development Relationships
Facilitates Team
Motivates of Others Success * Builds
Personal Relationships

33

Feedback is Critical

Clients ‘Self’
Partners

Anonymous Each
Direct Leader/
& Confidential ‘Boss’
Reports Manager

Anonymous
& Confidential Peers

34

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.

35

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