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Transformational Leadership

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Transformational Leadership for Organizational Behavior.

Transformational Leadership

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

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