Bernard M. Bass later developed the concept of transformational leadership further. According his 1985 book, "Leadership and Performance Beyond Expectations," this kind of leader: Is a model of integrity and fairness. Sets clear goals. Has high expectations. Encourages others. Provides support and recognition. Stirs the emotions of people. Gets people to look beyond their self-interest. Inspires people to reach for the improbable. Understanding Lewin's Change Management Model If you have a large cube of ice but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it amenable to change (unfreeze). Then you must mold the iced water into the shape you want (change). Finally, you must solidify the new shape (refreeze). By looking at change as a process with distinct stages, you can prepare yourself for what is coming and make a plan to manage the transition – looking before you leap, so to speak. All too often, people go into change blindly, causing much unnecessary turmoil and chaos. To begin any successful change process, you must first start by understanding why the change must take place. As Lewin put it, "Motivation for change must be generated before change can occur. One must be helped to re-examine many cherished assumptions about oneself and one's relations to others." This is the unfreezing stage from which change begins. Difference Between Job Enlargement and Job Enrichment The difference between job enrichment and job enlargement is quality and quantity. Job enrichment means improvement, or an increase with the help of upgrading and development, whereas job enlargement means to add more duties, and an increased workload. By job enrichment, an employee finds satisfaction in respect to their position and personal growth potential, whereas job enlargement refers to having additional duties and responsibilities in a current job description. Job enlargement is a vehicle employers use to put additional workload on employees, perhaps in economical downtime. Due to downsizing, an employee might feel lucky to have a job at all, despite the fact that his duties and responsibilities have increased. Another approach is that by adding more variety and enlarging the responsibilities will provide the chance of enhancement and more productivity. Job enrichment involves organizing and planning in order to gain more control over their duties and work as a manager. The execution of plans and evaluation of results motivates workers and relieves boredom. Job enlargement and job enrichment are both useful for motivating workers to perform their tasks enthusiastically. What is a 9 box grid in talent management? A 9 box grid in talent management is a chart that’s often to map employees’ performance and potential on two axes. The x (horizontal) axis shows performance (low, medium or high) and the y (vertical) axis shows potential (low, medium or high). Assessing employees against these scales situates them in one of nine boxes on the chart. It can be a good place to start when considering how to define talent in your organization and to help decide how best to manage different employees to increase their engagement and value to your organization. Withdrawal Behaviors Withdrawal behaviors are the actions a person takes when they become physically and/or psychologically disengaged from the organization. Some commonly noted withdrawal behaviors are physical such as: absenteeism, lateness/tardiness, and turnover. There are also psychological withdrawal behaviors. These include: passive compliance, minimal effort on the job, and lack of creativity. Psychological withdrawals often take the form of laziness or lack of intense thinking on the job Definitions We define diversity, equity, and inclusion based on language from the D5 Coalition, Racial Equity Tools Glossary, and UC Berkeley: Diversity includes all the ways in which people differ, encompassing the different characteristics that make one individual or group different from another. While diversity is often used in reference to race, ethnicity, and gender, we embrace a broader definition of diversity that also includes age, national origin, religion, disability, sexual orientation, socioeconomic status, education, marital status, language, and physical appearance. Our definition also includes diversity of thought: ideas, perspectives, and values. We also recognize that individuals affiliate with multiple identities. Equity is the fair treatment, access, opportunity, and advancement for all people, while at the same time striving to identify and eliminate barriers that have prevented the full participation of some groups. Improving equity involves increasing justice and fairness within the procedures and processes of institutions or systems, as well as in their distribution of resources. Tackling equity issues requires an understanding of the root causes of outcome disparities within our society. Inclusion is the act of creating environments in which any individual or group can be and feel welcomed, respected, supported, and valued to fully participate. An inclusive and welcoming climate embraces differences and offers respect in words and actions for all people. It’s important to note that while an inclusive group is by definition diverse, a diverse group isn’t always inclusive. Increasingly, recognition of unconscious or ‘implicit bias’ helps organizations to be deliberate about addressing issues of inclusivity. Role of the Diversity, Equity, and Inclusion focus area We believe that an organization that prioritizes diversity, equity and inclusion creates an environment that respects and values individual difference along varying dimensions. In addition, inclusive organizations foster cultures that minimize bias and recognize and address systemic inequities, which, if unaddressed, can create disadvantage for certain individuals. This is not a human resources issue, it is a strategic issue. These efforts should be reflected in organizational mission, vision, and values; incorporated into strategic plans; and cascaded throughout the organization. The focus area will include resources tied to the nonprofit workforce: the current state of diversity, recruitment and selection, retention and diverse teams, leadership and boards, and programs and stakeholders. Where applicable, we highlight resources that apply to specific diversity characteristics. In summer 2016, we focus on race, ethnicity, age, and generations. During the rest of 2016, we will focus on gender, economic diversity, physical ability, sexual orientation and gender identity. Leaders must invest time, resources, and courage to make progress on creating an inclusive environment. We encourage you to leverage resources in the focus area as you take action in your organization. We are all in this together, and through collaboration we can achieve better, and faster, results. We welcome your ideas, suggestions, and feedback via email to Marie LeBlanc. TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL CULTURE BERNARD M. BASS BRUCE J. AVOLIO SUNY- Binghamton INTRODUCTION The organization's culture develops in large part from its leadership while the culture of an organization can also affect the development of its leadership. For example, transactional leaders work within their organizational cultures following existing rules, procedures, and norms; transformational leaders change their culture by first understanding it and then realigning the organization's culture with a new vision and a revision of its shared assumptions, values, and norms (Bass, 1985). Effective organizations require both tactical and strategic thinking as well as culture building by its leaders. Strategic thinking helps to create and build the vision of an agency's future. The vision can emerge and move forward as the leader constructs a culture that is dedicated to supporting that vision. The culture is the setting within which the vision takes hold. In turn, the vision may also determine the characteristics of the organization's culture. Transformational leaders have been characterized by four separate components or characteristics denoted as the 4 Is of transformational leadership (Avolio, Waldman, and Yammarino (1991). These four factors include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transformational leaders integrate creative insight, persistence and energy, intuition and sensitivity to the needs of others to "forge the strategyculture alloy" for their organizations. In contrast, transactional leaders are characterized by contingent reward and management-byexception styles of leadership. Essentially, transactional leaders develop exchanges or agreements with their followers, pointing out what the followers will receive if they do something right as well as wrong. They work within the existing culture, framing their decisions PAQ SPRING 1993 (113) and action based on the operative norms and procedures characterizing their respective organizations. In a highly innovative and satisfying organizational culture we are likely to see transformational leaders who build on assumptions such as: people are trustworthy and purposeful; everyone has a unique contribution to make; and complex problems are handled at the lowest level possible. Leaders who build such cultures and articulate them to followers typically exhibit a sense of vision and purpose. They align others around the vision and empower others to take greater responsibility for achieving the vision. Such leaders facilitate and teach followers. They foster a culture of creative change and growth rather than one which maintains the status quo. They take personal responsibility for the development of their followers. Their followers operate under the assumption that all organizational members should be developed to their full potential. The culture affects leadership as much as leadership affects culture. For instance, a strong organizational culture, with values and internal guides for more autonomy at lower levels, can prevent top administration from increasing its personal power at the expense of middlelevel administration. On a more specific level, the culture can affect how decisions are made with respect to such areas as recruitment, selection, and placement within the organization. Leaders need to be attentive to the conservativeness reflected in beliefs, values, assumptions, rites, and ceremonies embedded in the (114) PAQ SPRING 1993 culture that can hinder efforts to change the organization. They need to modify key aspects of culture, when it is possible to do so, to fit with new directions desired by the leadership and membership of the organization. For example, they can invent new rites to replace the old, some of which symbolize the value of change itself. An example is the ceremonial introduction of a new product or process to replace an older one. As organizations move across time, external constraints change forcing the company to question its deeply rooted assumptions and values. As new members are brought into the organization, they too will often challenge deeply held assumptions even though organizations often hire people who have similar values to those dominant in the organizational culture. Consequently, it is incumbent upon the leaders in the organization to view the development of assumptions and values as an evolutionary process-a process by which the organization and its membership periodically question its assumptions and change them if the conditions warrant such change. Transactional Leadership Transformational Leadership Leadership is responsive Leadership is proactive Works within the organizational culture. Works to change the organizational culture by implementing new ideas. Employees achieve objectives through rewards and punishments set by the leader. Employees achieve objectives through higher ideals and moral values. Motivates followers by appealing to their self-interest. Motivates followers by encouraging them to put group interests first. Management-by-exception maintain the status quo; stress correct actions to improve performance. Individualized consideration Each behavior is directed to each individual to express consideration and support. Intellectual stimulation or motivation is zero. Intellectual stimulation Promote creative and innovative ideas to solve problems.
