Вы находитесь на странице: 1из 56

DPA 610 Marc Louie M.

Almario, RND, EnP, MPA


Two Types of “Leadership”
Transactional Leadership
• Laissez-Faire
“The best transactions are
• Management by Exception constructive and evidence
would suggest that these are
• Contingent Rewards usually reasonably effective
in achieving desired levels
of performance.”
“For the past decade, research has supported the idea
- Bruce J. Avolio, 1999
that, on average, transformational leadership is far more
effective than transactional leadership in generating the
higher levels of extra effort, commitment, performance,
and satisfaction of those led.”

Bruce J. Avolio, 1999


Model of Transactional Leadership
• A transactional leader focuses more on a
series of "transactions”
• This person is interested in looking out for
oneself, having exchanged benefits with their
subordinates and clarify a sense of duty with
rewards and punishments to reach one’s goals
Model of Transactional Leadership
• Transactional leaders are -
– Well aware of the link between the effort and reward
– Rely on standard forms of inducement, reward,
punishment and sanction to control followers
– Motivate followers by setting goals and promising
rewards for desired performance
– Dependent on one’s power to reinforce subordinates for
their successful completion of the bargain
Transformational Leadership Defined
“Transformational leaders are those who
stimulate and inspire followers to both achieve
extraordinary outcomes and in the process
develop their own leadership capacity.”
Transformational leadership with its emphasis on
vision, employee empowerment and challenging the
traditional leadership hypothesis has become a well-
liked model among today’s more progressive
companies.
Benefits of Transformational Leadership
• Higher Levels of Productivity

• Increased Employee Satisfaction

• Improved Employee Retention

• Stronger Trust Based Relationships


Common Traits of Transformational Leaders
• They possess a clear vision of their goals and
expectations.
• They are Energetic, Enthusiastic and Passionate.
• They are focused on helping everyone to
succeed.
Examples of Transformational Leaders
Bill Gates Steve Jobs
Transformational Leaders
Mark Zuckerberg Jack Dorsey
Companies That Are Transformational Leaders
Google Amazon
History of Transformational Leadership
• Initially introduced by James McGregor Burns a
United States presidential biographer.

• He believed Transformational Leaders could


inspire followers to change expectations,
perceptions and motivations to work towards a
common goal.
The Bass Transformational Leadership Theory
• Researcher Bernard Bass expanded on Burns
ideas developing his on theory on
Transformational Leadership.

• Bass suggested that leaders garner trust,


respect and admiration from their followers.
Transformational Leadership
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation “Leadership is leaders inducing followers
• Individual Consideration to act for certain goals that represent the
values and the motivations—the wants
“One recent study of R&D firms found teams whose and needs, the aspirations and
project leaders scored high on transformational expectations—of both leaders and
leadership produced better-quality products as judged 1 followers. And the genius of leadership
year later and were more profitable 5 years later. A lies in the manner in which leaders see
review of 87 studies testing transformational leadership and act on their own and their followers’
found it was related to the motivation and satisfaction values and motivations.”
of followers and the higher performance and perceived
effectiveness of leaders.” -James MacGregor Burns, 1978

Judge and Robbins, 2014


Idealized Influence
• Role Model Values

• Trust

• Self-Sacrifice

“The best leader does not ask


people to serve him but the
common end. The best leader
has not followers, but men and
women working with him.”
-Mary Parker Follett
Idealized Influence
• The transformational leader serves as a role model
for followers.

• Followers trust and respect the leader.

• Followers emulate the leader and internalize their


ideas.
Inspirational Motivation
• Meaning

• Vision

• Optimism

“We choose to go to the moon. We choose to go to the moon in this


decade and do the other things, not because they are easy, but
because they are hard, because that goal will serve to organize and
measure the best of our energies and skills, because that challenge
is one that we are willing to accept, one we are unwilling to
postpone, and one which we intend to win.”
-September 12, 1962
Inspirational Motivation
• Transformational leaders have a clear vision
that they are able to articulate to followers.
• Leaders help followers experience the same
passion and motivation to reach their goals.
Intellectual Stimulation
• New Ways of Viewing Problems

• Question Assumptions

• Tolerate Mistakes

“Nothing is too good, too fixed “The work of leaders is


too political, or too bureaucratic change. Leadership is
that it can’t be challenged, inextricably connected with
changed, retired, and/or the process of innovation.”
abandoned.”
- Rosabeth Moss Kanter
Bruce J. Avolio, 1999
Intellectual Stimulation
• Transformational leaders challenge the status quo.
• They encourage creativity among followers.
• The leader encourages followers to explore new ways
of doing things.
• The leaders encourage followers with new
opportunities for growth and learning.
Individual Consideration
• Teach Efficacy

• See the Whole Person

• Recognition

“Further Analysis also indicated that these


gains from non-financial incentives were
sustained over time and, when compared to “If you report that your manager is a close
financial incentives, had an equally significant friend, you are 2.5 times more likely to be
impact . . . ” satisfied with your job.”

- Luthans and Stajkovic, 2009 - The Leadership Challenge


Individualized Consideration
• Leaders offer support and encouragement to
individual followers.
• Transformational leaders keep lines of communication
open.
• Followers feel free to share ideas openly.
• Leaders offer direct recognition of their followers
unique contributions.
Transformational Strategy
• Creates an environment and an opportunity
to motivate and inspire employees.
• Is excellent when the company is facing a
challenge or change in direction.
• Provides a sense of purpose and meaning
that can unite employees to achieve a
common set of goals.
Transformational Strategy Challenge
• Success depends on the highly developed
intellectual skills of the employees to be
successful.

• Excitement and job satisfaction alone does not


guarantee goals will be achieved.
Different Types of Transformational Leaders

• Intellectuals

• Reformers

• Revolutionaries

• Charismatic ( Hero)
Intellectuals
• Devoted to seeing ideas and values that
transcend the practical needs of all.

• With an intellectual leader there is a higher


moral purpose and vision that can transform
society.
Reformers
• Movements that require the participation of
large numbers of followers to achieve results.

• Reform leaders can transform part of society


to realize a higher standard of moral
principle.
Revolutionaries
• May ask followers for the ultimate sacrifice for the
greater good of all.

• While the reform leader may work towards improving


one aspect of society, the revolutionary leader asks
for changes to the whole society.
Charismatic (Hero)
• The ultimate form of the transformational
leadership approach.

• The charismatic leader is viewed as a hero


amongst their followers.
“The single biggest way to impact an
organization is to focus on transformational
leadership. There is almost no limit to the
potential of an organization that recruits
good people, raises them up as leaders and
continually develops them”
-John Maxwell
Transformational Leadership Mottos
• Become Change Oriented.

• Good Enough Never Is!

• What Works Can Always Be Better.


Focus on the Culture of Your Organization

• Is it Transactional in Nature?

• Does it Focus on Its Missions and Values?

• Is the Goal to Develop Future Leaders?


Mastering Your Emotions
• Transformational leaders understand how
someone will respond to a persuasive or
motivational attempt.

• They have empathy to adjust to the challenges


that had not been anticipated by their team.
Transformational Core Competencies
• Self-Mastery

• A Transformational Mindset

• Influence

• Skill Development
Self-Mastery
• Your mindset is your world view.

• It defines what you believe and how you think.

• It’s your attitudes values and feelings.


Transformational Mindset
• Most of your scripts were developed early in life.

• They are installed without our awareness and we absorb the


culture.

• Our role in education plays a significant part.

• Great leaders form their own beliefs about change and


transformation.
SOCIAL INFLUENCE
• Managers rely on authority, Leaders rely on
Influence.
• Managerial authority does not translate well
into leadership.
• You can’t order people to change but you can
influence them!
Skill Development
• Transformational leadership requires a great
deal of skills.
• Leaders cannot build skills by reading about it
they must practice them and take action.
Communicating Your Vision with
Strategic Planning
• The importance of partnering in the strategic
planning process
• Developing your key performance indicators
Using Metrics in Strategic Planning
• Why use metrics?

• Using metrics to monitor organizational progress

• Developing and implementing your metrics


successfully
Three Habits of Transformational Leaders
• Speak from your heart and quiet your mind.

• Transformational leaders are curious and play full out!

• They tell relevant stories that can generate ideas and


make a shift in one’s mindset.
Four Steps to Becoming a
Transformational Leader
1. Create an inspiring vision.
2. Motivate people to buy into and deliver the vision.
3. Manage delivery of the vision.
4. Build ever stronger trust-based relationships with
people.
Conflict Resolution Theory
• Analytical- not a “gut” reaction
• Recognizes the individual
• Helps to identify the root of the problem
• Seeks a mutually agreeable resolution
Conflict Resolution – What it is
not!
• Does not (should not) manage the problem!
• Does not (should not) settle a problem!
• Rather, it seeks to identify the cause of the
problem and resolve it… so it finds common
ground – a mutually agreeable resolution.
Conflict Development
• A helpful tool in identifying where to go is identifying the cause of
apprehension or conflict – both yours and theirs-
– Lack of or low self-esteem
– Lack of being heard
– Lack of involvement
• Not feeling a part of something
• Not being needed
– Feeling threatened
Conflict Resolution Strategies
Good website: Conflict Resolution Network
http://www.crnhq.org/twelveskills.html
• 12 strategies for conflict resolution
• Be willing to shift your attitude
• Think dialogue not debate
• Move away from win/lose and either/or
Conflict Resolution Strategies
• Win/Win approach
– How can we solve this as partners rather than opponents?
• Empathy
– Develop communication tools to build rapport. Use listening to clarify understanding.
• Appropriate assertiveness
– Apply strategies to attack the problem not the person.
• Co-operative power
– Eliminate "power over" to build "power with" others.
• Creative response
– Transform problems into creative opportunities.
• Broadening perspectives
– Agree to disagree
Conflict Resolution Strategies
• Managing emotions
– Express fear, anger, hurt and frustration wisely to effect change.
• Willingness to resolve
– Name personal issues that cloud the picture.
• Mapping conflict
– Define the issues needed to chart common needs and concerns.
• Negotiation
– Plan and apply effective strategies to reach agreement.
• Mediation
– Help conflicting parties to move towards solutions.
• Development of options
– Design creative solutions together.
When All Else Fails…
• Documentation
– Consistent language
– Patterns of behavior
– Objective
• Communication with
your supervisors
• Respect
References
1. Avolio BJ. Full Leadership Development: Building the Vital Forces in Organizations. Thousand Oaks, CA: Sage, 1999.
2. Avolio BJ, Bass B.M. Multifactor Leadership Questionnaire: Third Edition Manual and Sampler sSt. Redwood City, CA: Mind Garden, 2004.
3. Bass BM. Transformational Leadership: Industrial, military, and educational impact. Mahwah, NJ: Lawrence Erlbaum, 1998.
4. Bogler R. The influence of leadership style on teacher job satisfaction. Educational Administration Quarterly. Dec 2001; 37(5): 662-83.
5. Burns JM. Leadership. New York : Harper Colophon Books, 1979.
6. Covey SR. The 7 habits of highly effective people. New York: Simon & Schuster; 2004: 204-60.
6. Deutsch M. The Resolution Conflict: Constructive and Destructive Processes. New Haven: Yale University Press, 1973.
7. Deutsch M. Conflict resolution: theory and practice. Political Psychology 1983; 4: 431-453.
8. Gage, MJ. Bridging the Gap between Athletic Training Academia and Clinical Athletic Trainers. Free Communication. Rocky Mountain Athletic Trainers' Association Annual
Meeting. 2006.
9. Hater JJ, Bass BM. Superiors’ evaluations and subordinates’ perceptions of transformational and transactional leadership. Journal of Applied Psychology. 1988;73(4): 695-702.
10. House RJ. A 1976 Theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge. Carbondale: Southern Illinois University Press; 1976: 189-207.
11. Ingles T. On Developing Skilled Practitioners: How The Increasing Gap Between Nursing Service and Nursing Education Might Be Bridged. The American Journal of Nursing. 1960;
60 (10); 1482-1484.
11. Kirby PC, Paradise LV, King MI. Extraordinary leaders in education: Understanding transformational leadership. Journal of Educational Research. 1992;85(5): 303-311.
12. Kleinman C. The relationship between managerial leadership behaviors and staff nurse retention. Hospital Topics: Research and Perspectives on Healtcare. Fall 2004; 82(4): 2-9.
13. McGuire E, Kennerly SM. Nurse Managers as Tranformational and Transactional Leaders. Nursing Economics. July-Aug 2006; 24(4): 179-85.
14. Murray F, Feitler FC. An investigation of transformational leadership and organizational effectiveness in small college settings. Paper presented at the Annual Meeting of the
American Educational Research Association, San Francisco, CA. March 1989.
15. Northouse PG. Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications; 1997: 211-12.
16. O'Toole J. Leadership A to Z: A Guide for the Appropriately Ambitious. San Francisco: Jossey-Bass Publishers; 1999.
17. Perkins SA, Judd MR. Dilemmas of program directors: Then and now. Journal of Athletic Training. 2001; 36: 396-400.
18. Perrin DH, Lephart SM. Role of the NATA curriculum director as clinician and educator. Athletic Training Journal of the National Athletic Trainers’ Association. 1988; 23: 41-
43,63.
19. Ray R. Management Strategies in Athletic Training. Champaign, IL: Human Kinetics; 2005: 2-17, 64-70.
20. Vivar CG. Putting Conflict Management Into Practice. Journal of Nursing Management. 2006; 14(3); 201-206.
21. Waldman DA, Bass BM, Einstein WO. Leadership and outcomes of performance appraisal processes. Journal of Occupational Psychology. 1987; 60: 177-86.
22. van Linden, J, Fertman CI. Youth Leadership: A Guide to Understanding Leadership Development in Adolescents. San Francisco: Jossey-Bass., 1998.
22. Zenger JH, Folkman J. The Extraordinary Leader. New York: McGraw-Hill; 2002.

Вам также может понравиться