Leading as Group 5 – Transformational Leadership Rayford Johnson Barbara Kaiser Esteban Machado Bill McTier Roger White.

Leading asLeading asLeading asLeading as

Group 5 – Transformational Leadership

Rayford JohnsonBarbara KaiserEsteban MachadoBill McTierRoger White

Using Transformational Leadership

• Why did you get into this profession?

• Why did you choose sports medicine?

• Why did you choose this facility versus another to come to work?

Winans, R. (2009)

The Five Behaviors of a Transformational Leader

• Attributed Charisma • Idealized Influence• Inspirational Motivation• Intellectual Stimulation• Individualized Consideration

Hay, I. (2006)

Characteristics of Transformational Leaders

• Clear sense of purpose, expressed simply

• Value Driven

• Strong role model

• High expectations

• Persistent

• Self-knowing

• Perpetual desire for learning

• Love work

• Life-long learners

• Identify themselves as change agents

• Enthusiastic

• Able to attract and inspire others

• Strategic

• Effective communicator

• Emotionally mature

• Courageous

• Risk-taking

• Visionary

• Unwilling to believe in failure

• Sense of public need

• Considerate of the personal needs of employees

• Listens to all viewpoints to develop spirit of cooperation

• Mentoring

• Able to deal with complexity uncertainty and ambiguity

Bass, B. (1990) et. al

How the Characteristics & Behaviors Fit Together

Attributed Charisma

• Enthusiastic

• Strong Role model

• Visionary

• Courageous

Inspirational Motivation

• High Expectations

• Able to attract and inspire others

• Clear sense of purpose

Idealized Influence

• Sense of public need

• Value driven (ethics)

Intellectual Stimulation

• Perpetual desire for learning

• Life long learners

• Able to deal with complexity, uncertainty, and ambiguity

Individualized Consideration

• Considerate of personal needs of employees

• Listens to all view points to develop spirit of cooperation

• Mentoring

Hackman and Johnson’s 6 Central Personality Characteristics of Transformational Leadership

• Creativity• Interaction (communication)• Vision• Empowerment• Passion• Ethics

Hackman, M. and Johnson, C. (1991)

Cialdini’s Factors of Influence

• Reciprocity• Commitment & Consistency• Social Proof• Liking• Authority• Scarcity

Transformational Leaders Influence by:

Deep thinking (the head) and Empathy (the heart)

Schuster 1994

Their deeply held values

Mink 1992

Needs for respect and caring

Dixon 1998

Unique human qualities

Covey 1991

Both in positive and negative ways

Morgan 1997

An ideal point of reference for followers to engage in vicarious learning

Bass 1998

What is Influence?

Example of Influence

Gender

A 1990 study by Deborah Tannen revealed that women and men have different experiences growing up

Men Women

Prize status Value connection

Independence Interdependence

Individual Power Power of communication

Moran, B. B. (1992)

Gender

Studies by Bass (1998) and Bass, Avolio & Atwater (1996) show that

women tend to be more transformational than their male

counterparts

Bass, B. (1996)

Women as Transformational Leaders

Women tend to be better as:

• Motivators

• Communicator

• Team players

Women as Transformational Leaders

Women also tend to

• Inspire

• Stay connected to the team

• Serve as an emotional leader

• Share in decision making process

The Downside

• Expectations that women are thought to be more nurturing than men will make women feel pressured to succeed “in a female way”.

• Telling men they do not know how to be nurturing as managers, they may feel excused from being just that.

What Transformational Leadership is Not

Transactional Leadership (or contingent reward leadership) –Leaders with this style largely react to the performance of their employees and reward for compliance to their directives, a factor called "contingent reward" Transactional leaders do not address employees' needs, motivations, or development.

Northouse 2001 (p. 140)

Johnson N. and Klee, T (2007)

Charismatic Leadership- A leader who inspires his or her followers through personal magnetism and highly developed communication skills. Charismatic leaders tend to be confident, visionary, and change-oriented and may display eccentric or unusual behavior

www.encyclopedia.com

What Transformational Leadership is Not

Developmental Leadership- This leader’s main focus is the development and growth of the organization and people he or she leads.

Larsson, G., Carlstedt, L. and Andersson, J. (2003)

What Transformational Leadership is Not

Servant Leadership - “The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions.”

Greenleaf, R.K. (1970)

What Transformational Leadership is Not

Transformational Leadership Defined

Transformation Leadership consists of ideal influence, inspiration, individual

consideration and intellectual stimulation.

Bass, B. (1985)

Transformational Leadership Defined

Our definition:

Redefining organizations by creating a shared vision through reciprocal learning

in order to influence change.

Johnson, R., Kaiser, B., Machado, E., McTier, W., White, R. (AMBA 2009)

Notes

Bass, B.M., Avolio, B.J., & Atwater, L. (1996). The transformational and transactional leadership of men and women. Applied Psychology: An International Review, 45(1), 5-34.

Boje, D.M., (2000) Transformational Leadership, 7-8. Retrieved October 5, 2009 from http://cbaenmsu.edu/-dboje/teaching/338/transformational_leadership.htm

Bromley, H.R., Kirschner-Bromley, V.A. (2007). Are You a Transformational Leader? The Physician Executive, 54-57.

Brymer, E. Gray, T., (2006) . Effective Leadership: Transformational or Transactional?. Australian Journal of Outdoor Education, 10(2), 13-19.

Caialdini, R.B. (2007). Influence: The Psychology of Persuasion. Published by HarperCollins Publishers New York, NY.

Carnegie, D. (1981). How to Win Friends & Influence People Published by Pocket Books New York, NY.

Eagley A. H. and Carli, L. L. (2007). Women and the Labyrinth of Leadership. Harvard Business Review

Encyclopedia.com Retrieved September 28, 2009

Feinberg, B., Ostroff, C. and Burke, W. (2005). He role of within-group agreement in understanding transformational leadership. The Journal of Occupational and Organizational Psychology. 18, 471

Greenleaf, R. K., (1970) The Servant as Leader ( [Rev. Ed.] ) Indianapolis, IN.: Robert K. Greenleaf Center.

Groves, K. S. (2005). Gender differences in social and emotional skills and charismatic leadership. Journal of Leadership & Organizational Studies. http://www.entrepreneur.com/tradejournals/article/132353942.html

Harland, L., Harrison, W. Jones, J.R. and Teiter-Palmon, R. (2005). Leadership Behaviors and Subordinate Resilience. Journal of Leadership and Organizational Studies. 11(2), 1-12.

Hautala, T. (2005). The effects of subordinates’ personalityon appraisals of transformational leadership. Journal of Leadership & Oranizational Studies.

Hay, I. (2006). Transformational Leadership: Characterics and Criticism. E. Journal of Organizational learning and Leadership 5(2), 1-11.

Notes

Hoops4Life Picture of Michael Jordan: “Artwork by; Hoops4life.com Flex 187ad. Image Property of Respected owner Hoops4life”

Johnson, N and Klee, T., (2007) Passive-aggressive behavior and leadership styles in organizations, Journal of Leadership & Organizational Studies, 13, 130-143.

Larsson, G., Carlstedt, L. and Andersson, J., (2003) A comprehensive system for leader evaluation and development, Leadership & Organization Development Journal, 24, 16-26.

Moran B. B. Gender Differences in Leadership. Library Trends 40(3): (1992)

Northouse, P. G. (2001). Leadership: Theory and practice. Thousand Oaks, CA: Sage.

Raffery, A. E., Griffin, M.A. (2006). Refining individualized consideration: distinguishing developmental leadership and supportive leadership. Journal of Ocupatonal and Organizational Psychology.

Ruddell, L.S., (2008). Transformational leadership as an Effective Classroom Leadership Model for Business Ethics Instruction. Academy of Educational Leadership Journal, 12(2), 49-65.

Sabine, B. and Freiherr Von Streit, C. (2005).

Winans, R. (2009). Using Transformational Leadership to Breathe new life into your practice. Journal of American Physical Therapy Association. 4, S30.

Zagorsek, H., Dimovski, V. and Skerlavag, M. (2009). Pg. 16 Transactional and Transformational Leadership Effects on Organizational Behaviour. Journal of Eastern European Management Studies. Pg 16.