Transformational leadership theory latst


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Transformational leadership theory latst

  1. 1. Submitted By: Ashish Bhaskar Abhinav Vikas Nisha Transformational Leadership
  2. 2. Introduction <ul><li>Concerned with emotions, values, ethics, standards, and long-term goals and involves assessing followers’ motives, satisfying their needs, and treating them as full human beings </li></ul><ul><li>Exceptional form of influence that motivates followers to do more than is expected of them </li></ul><ul><li>Often linked to visionary and charismatic leadership </li></ul><ul><li>Process that changes and transforms individuals </li></ul>
  3. 3. Transformational Leadership Defined <ul><li>Transformational leadership refers to the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. </li></ul>
  4. 4. House’s Theory of Charismatic Leadership
  5. 5. Bass’s Theory of Transformational Leadership <ul><li>Motivates followers to do more than expected by: </li></ul><ul><ul><ul><li>Raising followers’ level of consciousness about the importance and value of goals </li></ul></ul></ul><ul><ul><ul><li>Getting followers to transcend their own self-interest for the good of the team or organization </li></ul></ul></ul><ul><ul><ul><li>Moving followers to address higher level needs. </li></ul></ul></ul>
  6. 6. Bass: Leadership Continuum
  7. 7. Bass: Leadership Factors
  8. 8. Full Range of Leadership Model
  9. 9. Transformational Leadership Factors <ul><li>Idealized influence – Leaders who act as strong role models for followers </li></ul><ul><li>Inspirational motivation – Leaders who communicate high expectations, inspiring them to become committed to organizational goals. </li></ul>
  10. 10. Transformational Leadership Factors (contd. ) <ul><li>Intellectual stimulation – Leaders who stimulate followers to be creative and innovative </li></ul><ul><li>Individualized consideration – Leaders who provide a supportive climate in which they listen to needs of followers </li></ul>
  11. 11. Transactional Leadership Factors <ul><li>Contingent reward – Leaders try to obtain agreement on what needs to be done and what the payoffs will be for the people doing it </li></ul><ul><li>Management-by-exception – Leaders use corrective criticism, negative feedback, and negative reinforcement </li></ul><ul><ul><ul><li>Active: Micromanagement </li></ul></ul></ul><ul><ul><ul><li>Passive: Problem-based intervention </li></ul></ul></ul>
  12. 12. Non- leadership Factor <ul><li>Laissez-faire – The absence of leadership: abdicate responsibility, delay decision, give no feedback, make no efforts to satisfy followers’ needs. </li></ul>
  13. 13. Additive Effect of Transformational Leadership
  14. 14. Other Transformational Perspectives <ul><li>Bennis and Nanus </li></ul><ul><ul><li>Transforming leaders have a clear vision of the future state of their organizations </li></ul></ul><ul><ul><li>Transforming leaders are social architects for their organizations </li></ul></ul><ul><ul><li>Transforming leaders create trust by taking positions and sticking with them </li></ul></ul><ul><ul><li>Transforming leaders use creative deployment of self through positive self-regard </li></ul></ul>
  15. 15. Other Transformational Perspectives (contd.) <ul><li>Kouzes and Posner </li></ul><ul><ul><ul><li>Model the Way </li></ul></ul></ul><ul><ul><ul><li>Inspire a Shared Vision </li></ul></ul></ul><ul><ul><ul><li>Challenge the Process </li></ul></ul></ul><ul><ul><ul><li>Enable Others to Act </li></ul></ul></ul><ul><ul><ul><li>Encourage the Heart </li></ul></ul></ul>
  16. 16. How Does Transformational Leadership Work? <ul><li>Transformational leaders set out to empower followers and nurture them to change </li></ul><ul><li>They become strong role models for their followers </li></ul><ul><li>They create a vision </li></ul><ul><li>They act as change agents who initiate and implement new directions </li></ul><ul><li>They act as social architects </li></ul>
  17. 17. Strengths <ul><li>Widely researched from many different perspectives </li></ul><ul><li>It has intuitive appeal as a concept </li></ul><ul><li>It treats leadership as a process between leaders and followers </li></ul><ul><li>It offers an expanded picture of leadership. Most other models are transactional </li></ul><ul><li>It has a strong emphasis on followers’ needs, values, and morals. </li></ul><ul><li>It has substantial evidence of being effective. </li></ul>
  18. 18. Criticisms <ul><li>Lacks conceptual clarity </li></ul><ul><li>The measurement scale does not always distinguish clearly among factors </li></ul><ul><li>It is a trait theory rather than a behavioral theory </li></ul><ul><li>Tends to be elitist and antidemocratic </li></ul><ul><li>Has a heroic leadership bias </li></ul><ul><li>May not work on all levels of the organization </li></ul><ul><li>Has the potential to be abused </li></ul>
  19. 19. Application <ul><li>Provides a broad set of generalizations about what is typical of transforming leaders </li></ul><ul><li>The Multifactor Leadership Questionnaire can be used in training programs to identify leadership strengths and weaknesses </li></ul><ul><li>Many training programs focus on creating a vision </li></ul>
  20. 20. THANK YOU