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. Transformational
Leadership

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. Transformational Leader
•
•
•
•
•
•
•
Mendela Lead with
Wisdom
Understanding of ?
Organisation
People
Future
Visionary!!

5. histor

6. •

9. I AM A TRANSFORMATIONAL LEADER
• I CAN TRANSFORM THE ORGANISATION
• I UNDERSTAND ORGANISATION
TRANSFORMATION
• I WILL TRANSFORM MY SELF
• I WILL DEVELOP MY ABILITY TO TRANSFORM
OTHERS
• I WILL LEAD OTHERS TO SUCCESS
• I WILL DEVELOP PEOPLE POTIENTIAL
• MY FOCUS IS THE ORGANISATION FUTURE

10. 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

11. 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....

12. CONTINUUM OF LEADERSHIP ACTIONS
• INSPIRE INFLUENCE MOTIVATE DIRECTION
PARTICIPATIVE
EXAMPLE
AUTHORITATIVE
ACTION

13. Transformational
Leadership

14. 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

15. 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.

16. 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.

17. 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.

18. 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

19. 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

20. 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

21. 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.

22. 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!

23. 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.

24. 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

25. 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.

26. 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.

27. Leading Change
– Empowering broad-based action
– Generating short-term wins
– Consolidating gains and producing more change
– Anchoring new approaches in the culture

28. 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.

29. 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.

30. The Business Cycle
Development
Start-Up
Growth
Product Promotion Advertising
Marketing
Drivers of
Growth
Cash Flow:
-
Maturity
Decline
Service
Sustaining
Strategies
--
+
++
+

31. Different Stages in the Business Cycle Call
Requires Different Leadership Qualities
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Development – Visionary
Start-up – Entrepreneur, salesperson
Growth – Promoter, salesperson, visionary
Maturity – Marketer, manager
Decline – Customer relationship management
(CRM)

32. Leadership: Vision and the
transformational leader
The Business Cycle
Point A
Point B
* The Age of Paradox, Charles Handy, Harvard Business School Press, 1994

33. Leadership: Vision - Adapted to
Transformational Leadership*
The leadership cycle
Point A
Point B
*adapted :lecture

34. 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

35. Leadership: Vision
The Business Cycle
Point A
Leader’s
New Direction
Point B

36. Transformational Leadership: Vision
The leadership Cycle – Creating the future
Point A
Leader’s
New Direction
Point B

37. Transformational Leadership: Vision
The leadership Cycle – Creating The Future
Point B- Move the business
foward
Point A

38. The Conceptual Doughnut
&Transformational leadership
Duty

39. The Conceptual Doughnut
The open around
Duty

40. The Conceptual Doughnut
The open around
Duty
SPACE TO MAKE A
DIFFERENCE

41. 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

42. 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

43. 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

44. Reference
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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