Group Members: ANG RUEY ZHOU PUVANINTHIRAN A/L KESAVAN CHUA HOOI KANG FARHAN NAZMI BIN YUSOF

Group Members: ANG RUEY ZHOUPUVANINTHIRAN A/L KESAVAN CHUA HOOI KANG FARHAN NAZMI BIN YUSOF MOHD RIDZWAN BIN MOHD YUSAK DING TAI CHEAN

Abstract

This presentation contains the following contents The definition of transformational leadership and

transactional leadership. The behaviors of transformational leadership and transaction

leadership had also included in this presentation Finally, several research methods that used to study on

transformational leadership also had included in the last part of the presentation. The research methods included laboratory experiments, field experiments, survey research, Descriptive and comparative studies, and Intensive Case Studies.

Transformational Leadership

Transforming Leadership

Appeals to the moral values of

followers to raise their consciousness

Transactional Leadership

Appealing their self-interest and

exchanging benefits.

May involve values relevant to the

exchange process – honesty, fairness &

responsibility

VsBurns (1978)

Burns also identified a third form of leadership influence based on legitimate authority and respect for rules and tradition.

Bureaucratic organization emphasize this form of influence more than influence based on exchange or inspiration.

• Bass (1985), transformational leader motivates followers by:

1)making them more aware of the importance of task outcome2) inducing them to transcend their own self-interest for the sake of the organization or team3) activating their higher-order needs

Followers feel trust, admiration, loyalty and respect toward the leader, they are motivated to do more than expected.

•Transactional leadership involves an exchange process that may results in follower compliance with leader requests but is not likely to generate enthusiasm and commitment.

Transformational Behaviors

•Arouses strong follower emotions and identification with the leadersIdealized

influence•Increases follower awareness of

problems•influences followers to view problems

from new perspective

Intellectual stimulation

•Providing support, encouragement, and coaching to followersIndividualized consideration

Inspirational motivation

communicating an appealing vision and using symbols to focus subordinate effort

Transactional Behaviors

•Clarification of the work required to obtain rewards

•Use of incentives and contingent rewards to influence motivation

Contingent reward

•Use of contingent punishments and corrective action in order to get standard performancePassive management by exception

•Looking for mistakes and enforcing rules to avoid mistakeActive management by exception

• New versions of theory also include laissez-faire leadership. - show passive indifference about the task and subordinates (e.g. ignoring problems, ignoring subordinate needs)- absence of effective leadership

Influence Processes•Involves Internalization – e.g. Inspirational vision

•Increase Intrinsic Motivation

•Involves Personal Identification

•Transformational Behaviors – e.g. Inspirational

Motivation & Individualized Consideration

•Intellectual Stimulation

Facilitating ConditionsDoes not specify any condition irrelevant or

ineffective.Some aspects of transformational leadership are

relevant but NOT goes to universal relevance.Situational variables.More important in dynamic & unstable environment.Traits and values of followers

Primary Types of Research on the Theories

Survey Research

Used more often for research on transformational and charismatic leadership.

Developed several different questionnaires. Multifactor Leadership Questionnaire (MLQ)

- Used for research on transformational leadership.

- Measure the leadership effectiveness based on seven factors related to transformational leadership.

Cont…

Meta-analysis Statistical technique by combining the findings

from independent studies. Lowe, Kroek, Sivasubramaniam (1996) conducted

meta-analysis by combining 39 studies using MLQ. To examine the general relationship of

transformational and transactional leadership and to measure the leadership effectiveness.

Transformational leadership was significantly related to some measures of leadership effectiveness.

Laboratory Experiments

Kirkpatrick and Locke (1996)Investigate the separate effects of three

leadership behaviorVisioningCommunicatingClarifying

Field Experiments

Barling, Weber and Kelloway (1996)Conducted in a bank.

One group trained to use more intellectual stimulation and individualized cosideration.

The results : High organizational commitment.Personel loan sales by employees is more

better.

Cont…

Dvir, Eden, Avolio and Shamir (1999)Use transformational leadership in Israeli

Defense Force (IDF).Some of 54 participants were given special

training.The results :

The platoons performed better than others.

Descriptive and comparative studies Descript for identify as either charismatic

or non-charismatic leaders Source of behavior descriptive to

researchers:1) Interview2) Biographical, article, and case study3) Critical incidents

Identify characteristic by interview Bennis & Nanus, 1985 Conger, 1989 Fior, Harris, & House, 1999 Howel & Higgins, 1990 Jacopsen & House, 2001 Kouzes & Posner, 1987 Levinson & Rosenthal, 1984 Peters & Austin, 1985 Shamir, 1995

Indentify characteristic by biographics, article, and case study Bligh, Kohles, & Meindl, 2004 Deluga, 1998 House, Spangler & Woycke, 1991 Mio et al, 2005 Mumford & Van Doorn, 2001 O’connor et al, 1995 Strangle & Mumford, 2002 Van Fleet & Yulk, 1986a Westley & Mintzberg, 1989 Willner, 1984

Identify characteristic by critical incidents

Bryman, Stephens, & Campo, 1996Kirby, King, & Paradise, 1992Lapidot, Kark, & Shamir, 2007Yulk & Van Fleet, 1982

Example of descriptive and comparative studies House, Spangler, and Woycke ( 1991)1. Ask several historians charismatic or non-charismatic each

of 31 former presidents and at least 2 years of their firm term.

2. The motive pattern of his first inaugural address.3. Ways to measure effectiveness of leadership by

Rate of president by historian Analysis of biographical information

4. Result show president with a socialized power are more charismatic.

5. Charismatic president use direct action to solve problem.

Example of descriptive and comparative studies Bennis and Nanus (1985)1. Study leaders of dynamic and innovative leaders.2. Collect data using interview and observation.3. Their no large-than-life. Most leaders were

ordinary in appearance, personality, and general behavior.

4. Similarity of leader that researcher identify all leader has vision of desirable and possible vision.

5. Commitment their vision by decision and behavior.

Intensive Case Studies

Beyer & browing, 1999Cha & Edmindson, 2006Roberts, 1985Roberts & Bradley, 1988Trice & Beyer, 1986Weed, 1993

Methods of Collecting DataRobert 1985 Robert & Bradley 1988

Analysis of newspaper articles,

Analysis of official documents, newspaper articles, and reports made by special interest

Participant observation of formal and informal meetings

Observed during speech engagements, meetings with her staff, press conferences, formal meetings with members of state department of education.

Interviews with the superintendent, other administration, board members, staff, teachers, parents, and students

Interviews with state legislators, representatives from the governor’s office, the board of education, school boards and teacher unions

Archival searches -

Briefing of the Studies

Robert 1985 Robert & Bradley 1988

Candidates A APosition of job Superintendent of

public school district

Commissioner of education for state

Charismatic / XSolve Problem(s) / X

Briefing contd.Robert 1985 Robert & Bradley

1988Actions to take on the post / Strategy

Developed Mission Statement & Vision Statement

Formulated mission statement and vision for change

Replaced key position people

several assistant commissioners

Energetic, created enthusiasm, channeled emotions aroused by the budget crisis, and galvanized people into action.

Enthusiasm and support were generated by conducting visits to nearly all of the school districts in the state

Staff were trained -

Conclusion

Robert 1985 Robert & Bradley

1988Charismatic / XCrisis / XAuthority More LessSize of team Small LargeRelation Strong Weak

Thank You