Transformational Culture Leadership

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Presentation for the Midwest Academy of Management. The intersection of transformational leadership, organizational citizenship behavior and organizational learning culture creates an organizational culture environment of increasing adaptability, productivity and sustainability.

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  • Senge et al. (1994) describe organizational learning as “the continuous testing of experience, and the transformation of that experience into knowledge accessible to the whole organization and relevant to its core purpose” (p. 49).
  • Positive OCB is considered of someone who follows the rules, collaborates, reports good governance, is a good spor, altruistic and chooses both group and the ogranization over self interests.
  • Within this audience there should be no need for a discussion of the full range of leadership, which as one climbs the skills ladder provides improved outcomes among followers.
  • The foundation of altruistic integrity is built upon a leader’s self awareness and transactional leadership.
  • An abundance research links transformational leadership, organizational learning, and organizational citizenship behavior to positively effect culture change.
  • The foundation of altruistic integrity is built upon a leader’s self awareness and transactional leadership.
  • An abundance research links transformational leadership, organizational learning, and organizational citizenship behavior to positively effect culture change.
  • Transformational Culture Leadership

    1. 1. Transformational Culture Leadership Jon R. Wallace, MA Siena Heights University/Lake Michigan College
    2. 2. Leadership never occurs in avacuum. Organizational culturechange improving results andprofitability require engagedfollowers whose hearts have beenmoved by a vision communicatedand demonstrated by those inpower. (Deal, 1982; Avolio 1999; Senge, Kleiner, Roberts, Ross, & Smith, 1994; Kouzes & Posner, 2007).
    3. 3. Organizational LearningExperience Knowledge Purpose (Senge, et al., 1994).
    4. 4. Organizational Citizenship Behavior • Rules • Collaboration • Governance • Good Sports • Altruistic • Group and the Organization over self- interests (VanYperen, Vandenberg, & Willering, 1999; Krishnan & Arora, 2008).
    5. 5. The Full Range of Leadership Transformational/Servant Transactional (Contingent Reward) MBE (Passive/ Aggressive)LaissezFaire (Avolio 1999; Bass & Riggio, 2006)
    6. 6. Leader’s Self Knowledge Directly impacts followers: • Job satisfaction • Engagement • Autonomy • Adaptability • Cohesiveness • Collaboration (Goleman 1995, 2002; Tekleab, et al., 2008; Feinberg, et al., 2005; Wang and Huang, 2009)
    7. 7. Idealized Influence• Admiration, trust & respect• “Modeling the way”• Joint risk & empowerment• Vision, passion & integrity• Moral standards (Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Bennis, 2009; Northouse, 2007; Senge, et al., 1994).
    8. 8. Inspirational Motivation • Emotional Symbolism • Sharing Vision • Engagement • Charismatic • Followers feel valued(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Barbuto, 2005; Goleman, 1995, 2002; Northouse, 2007; Senge, et al., 1994).
    9. 9. Individualized Consideration Transformational leadershippractices build psychological capital with followers which enhances their internalmotivation and organizational learning culture. (Gooty, Gavin, Johnson, Frazier and Snow, 2009)
    10. 10. Intellectual Stimulation • Organizational learning culture • Commitment to increased complexity • Increased individual skill mastery • Increased OCB (Joo & Lim, 2009; Gerhardt & Lulzadis, 2009; Gerhardt, Ashenbaum & Newman, 2009).
    11. 11. Organization Citizenship Behavior• TL + OCB = higher follower performance• Healthy debate (adaptive conflict) is required• Leaders behavior is key• Leaders’ OCB and followers’ OCB are not always equal or directly related. (Boerner, Eisenbeiss & Gresser, 2007; Heifitz, 1994; Krishnan & Arora, 2008)
    12. 12. Org Culture & Change • Beyond historical • Processes, structure, st rategy, mission, vision & values • Time factor • Communication • Shared vision(Avolio, 1999; Schein 1999, 2004; Mallinger, Goodwin & O’Hara 2009; Pepper, 1999; Kotter & Cohen, 2002,
    13. 13. Theoretical
    14. 14. (Bass et al., 2003; Biswas, 2009; Barbuto, 2005; Boerner & Griesser, 2007; Rowold& Roman, 2009; Sarros, Cooper, & Santora, 2008; Wang & Huang, 2009; Wolfram &Mohr, 2009; Kotter & Cohen, 2002).
    15. 15. Gallop – The 12 Key Elements1. I know what is expected of me at 8. The mission or purpose of my work. company makes me feel my job2. I have the materials and equipment is important. I need to do my work right. 9. My associates or fellow3. At work, I have the opportunity to employees are committed to do what I do best every day. doing quality work.4. In the last seven days, I have 10.I have a best friend at work. received recognition or praise for doing good work. 11.In the last six months, someone5. My supervisor, or someone at work, at work has talked to me about seems to care about me as a person. my progress.6. There is someone at work who 12.This last year, I have had encourages me development. opportunities at work to learn7. At work, my opinions seem to count. and grow. Wagner, R & Harter, J.K. (2006). 12: the elements of great managing. New York, NY. Gallup Press
    16. 16. Gardner – The 7 R’sReasonResearchResonanceRedescriptionsResources and RewardsReal World EventsResistances Gardner, Howard (2006). Changing Minds: The Art and Science of Changing Our Own and Other People’s Minds. Boston, MA. Harvard Business Publishing
    17. 17. Theoretical(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Martin, R. 2009)
    18. 18. The ResearchFor profit Hotel Non profit youth organization
    19. 19. The Research• Conducted May 2010 – September 2010 – On site with hotel daily – Survey collection only with non profit• MLQ (5x)• Mallinger integrated cultural framework• Final surveys January & February 2011
    20. 20. Initial MLQ
    21. 21. The Hotel
    22. 22. The Hotel18 months of customer surveysrevealed: • A 2.76 out of 4.00 rating for the entire organization by guests. • A 2.61 out of 4.00 for housekeeping department. • A 2.00 out of 4.00 for the facility’s physical condition.
    23. 23. The Hotel – Mission, Vision & Values
    24. 24. The Hotel
    25. 25. Employee Manuals
    26. 26. Employee Promise1. I will greet every guest & co- worker with smiling warmth & sincerity.2. I will be proactive in providing the highest levels of service & quality immediately to guests & co-workers.3. I will maintain the highest levels of integrity & respect for others.
    27. 27. The Hotel
    28. 28. HCL – Employees First Customer Maximizing the WOW in the value zone The Value Zone Employee Enabling Function ManagementIn a knowledge intensive and service intensive industries, value gets created in the interface between the customer and the employee Pillai, A. (2011). HCL
    29. 29. Results1. The hotel experienced their most profitable summer in five years.2. The hotel experienced their most profitable fourth quarter in over five years.3. Leadership got the results they wanted but didn’t care what got them there enough to enable permanent change.
    30. 30. Results
    31. 31. Results
    32. 32. Results
    33. 33. Conclusion
    34. 34. Conclusion
    35. 35. Conclusion
    36. 36. Conclusion
    37. 37. Conclusion• The specific tools leaders use within their organization are relative to the leader and their followers.• Organizational culture change can be positively effected at least at the department level within a shorter period of time.• Rewards don’t necessarily mean money but “You get to keep your job” is not a reward.• If upper leadership isn’t willing to “model the way” or isn’t trustworthy, results will be mixed and may not be sustainable
    38. 38. (Bass et al., 2003; Biswas, 2009; Barbuto, 2005; Boerner & Griesser, 2007; Rowold& Roman, 2009; Sarros, Cooper, & Santora, 2008; Wang & Huang, 2009; Wolfram &Mohr, 2009; Kotter & Cohen, 2002).

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