Transformational Leadership Summary – Flashcards

Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower Mohandas Gandhi raised the hopes and demands of millions of his people and in the process was changed himself Ryan White raised people's awareness about AIDS Gandalf the white Nelson Mandela

Focuses on the exchanges that occur between leaders and their followers The exchange dimension is so common that you can observe it at all walks of life. No new taxes = votes. Good service = good tip. Surpass goals = promotion.

Focuses on the leader's own interests rather than the interests of his or her followers transforming but in a negative way: self-consumed, exploitive; power-oriented, with warped moral values Ex. Darth Vader, Hannibal Lecter

Charismatic Leadership Theory (House, 1976) Charismatic leaders act in unique ways that have specific charismatic effects on their followers

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 (Weber, 1947)

Expanded and refined version of work done by Burns and House. It included •More attention to followers' rather than leader's needs •Suggested TL could apply to outcomes that were not positive •Described transactional and transformational leadership as a continuum Extended House's work by •Giving more attention to emotional elements & origins of charisma •Suggested charisma is a necessary but not sufficient condition for TL

Idealized influence/Charisma, Inspirational motivation, intellectual stimulation, individualized consideration, contingent reward/constructive transactions, management-by-exception/active and passive corrective transactions, and laissez-faire/nontransaction

TL motivates followers beyond the expected by raising consciousness about the value and importance of specific and idealized goals transcending self-interest for the good of the team or organization addressing higher-level needs

Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration

Acting as strong role models High standards of moral and ethical conduct Making others want to follow the leader's vision

Communicating high expectations Inspiring followers to commitment and engagement in shared vision Using symbols & emotional appeals to focus group members to achieve more than self-interest

Stimulating followers to be creative and innovative Challenging their own beliefs and valuing those of leader and organization Supporting followers to Try new approaches Develop innovative ways of dealing with organization issues

Listening carefully to the needs of followers Acting as coaches to assist followers in becoming fully actualized Helping followers grow through personal challenges Ex. Showing optimism helps employees become more engaged in their work (Tims et al., 2011)

Contingent reward, Management-by-exception, Two forms: Active & Passive

The exchange process between leaders and followers in which effort by followers is exchanged for specified rewards

Leadership that involves corrective criticism, negative feedback, and negative reinforcement

Watches follower closely to identify mistakes/rule violations

Intervenes only after standards have not been met or problems have arisen

The Absence of Leadership A hands-off, let-things-ride approach Refers to a leader who abdicates responsibility delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs

TLs empower and nurture followers TLs stimulate change by becoming strong role models for followers TLs commonly create a vision TLs require leaders to become social architects TLs build trust & foster collaboration

Broadly researched. TL has been widely researched, including a large body of qualitative research centering on prominent leaders and CEOs in major firms. Intuitive appeal. People are attracted to TL because it makes sense to them. Process focused. TL treats leadership as a process occurring between followers and leaders. Expansive leadership view. TL provides a broader view of leadership that augments other leadership models. Emphasizes followers. TL emphasizes followers' needs, values, and morals. Effectiveness. Evidence supports that TL is an effective form of leadership.

Lacks conceptual clarity -Dimensions are not clearly delimited -Parameters of TL overlap with similar conceptualizations of leadership Measurement questioned -Validity of MLQ not fully established -Some transformational factors are not unique solely to the transformational model TL treats leadership more as a personality trait or predisposition than a behavior that can be taught No causal link shown between transformational leaders and changes in followers or organizations TL is elitist and antidemocratic Suffers from heroic leadership bias Has the potential to be abused