Transformational Leadership
Presented By: Marcos Pavlovich, Brad Harr, Diego
Iglesias, & Chris Chandley
Outline
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Transformational Leadership
Who Developed Transformational Leadership
Transformational Leaders
The Transformational and Transactional Leadership Model
Full Range Model
How to Apply Transformational Leadership
Personality and Transformational Leadership
Transformational Leadership Vs other types of Leadership
Styles
• The Big Five
• Strengths and Weaknesses of Transformational Leadership
• Multi factor Leadership Questionnaire
What is
Transformational
Leadership?
Transformational Leadership
• People will follow a person who inspires
them.
• A person with vision and passion can achieve
great things.
• The way to get things done is by injecting
enthusiasm and energy.
(Jan Stewart, 2006, Colonel M. Homrig,
2001)
Transformational Theorists
• James Burns
– Architect of Transformational Leadership
– Presidential Biographer
– Scholar at Burns Academy of Leadership
• Bernard Bass
– Transformational & Transactional Leadership
Model
– Full Range Model
– Multifactor Leadership Questionnaire
(Jan Stewart, 2006, Colonel M. Homrig,
2001)
James McGregor Burns
• Specializes in the study of leadership in
American political life
• His book, Leadership(1978), is still
considered by many, the seminal work in the
field of leadership studies.
• In this book, he introduced the concepts of
transactional and transformational leadership
(Jan Stewart, 2006, Colonel M. Homrig,
2001)
James McGregor Burns
• “I define leadership as leaders inducing
followers to act for certain goals that
represent the values and the motivations-the
wants and needs, the aspirations and
expectations-of both leaders and followers.”
• Leadership must be aligned with a collective
purpose and effective leaders must be judged
by their ability to make social changes.
(Jan Stewart, 2006, Colonel M. Homrig,
2001)
James McGregor Burns
• Transactional Leadership is based on a
transaction or exchange of something of
value the leader possesses or controls that the
follower wants in return for his/her services.
“The relations of most leaders and followers are
transactional-leaders approach followers with
an eye to exchanging one thing for another”
(Jan Stewart, 2006, Colonel M. Homrig,
2001)
James McGregor Burns
• Transformational Leadership goes beyond
transactional leadership.
• Transformational leadership occurs when one
or more persons engage with others in such a
way that leaders and followers raise one
another to higher levels of motivation and
morality.
(Jan Stewart, 2006, Colonel M. Homrig,
2001)
Transformational Leaders
• Intellectual Leaders
– Highly concerned about values and purposes
– Combination of an Analyst and a moralist
– Transform society by raising social consciousness
• Reformer Leaders
– Require a large number of followers
– Reformers try to improve different aspects of
society at a time
(Jan Stewart, 2006, Colonel M. Homrig,
2001)
Transformational leaders (cont.)
• Revolutionary Leaders
• Ask followers for the “ultimate sacrifice”
• Revolutionaries try to change society as a
whole
• Charismatic (hero)
• The ultimate form of transformational leader
• Viewed as a Hero by its followers
• Moses
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
Bernard Bass’ Transformational
Leadership Theory:
• Bass (1985) new version of transformational leadership
• More attention to follower needs
• Transactional and transformational leadership as a single
continuum
• Transformational Leaders motivates followers to do more than
expected by:
– Raising follower’s levels of consciousness
– Getting follower’s to transcend their own self-interest
– Moving followers to address high level needs
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
The Transformational and Transactional
Leadership Model Factors
Transformational
Leadership
Transactional Leadership
Laissez-Faire Leadership
FACTOR 1
Idealized Influence-Charisma
FACTOR 5
Contingent Reward
Constructive Transactions
FACTOR 7
Laissez-faire
Nontransactional
FACTOR 2
Inspirational Motivation
FACTOR 6
Management by exception
Active and Passive
Corrective Transactions
FACTOR 3
Intellectual Stimulation
FACTOR 4
Individualized Consideration
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
The Transformational and Transactional Leadership
Model (Cont.)
• Factor 1: Idealized Influence
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Demonstrate an inclusive vision
High standards of moral and ethical conduct
Respected by followers
Exhibit great commitment and persistence in
pursuing objectives
– Develop trust and confidence among employees
– “I believe that this is truly the right thing to do”
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
The Transformational and Transactional
Leadership Model (Cont.)
• Factor 2: Inspirational
– Communicate high expectations to followers
– Inspire others to perform
– Create a strong sense of purpose among
employees
– Align individual and organizational needs
– “If we focus on what this organization stands for
we can achieve whatever we decide”
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
The Transformational and Transactional
Leadership Model (Cont.)
• Factor 3: Intellectual Motivation
– Stimulate followers to be creative and innovative
– Support new approaches to deal with
organizational issues
– Willing to take risk for potential gains and
encourage the followers not to think like him/her
– “If we change our assumption, then…”
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
The Transformational and Transactional
Leadership Model (Cont.)
• Factor 4: Individualized Consideration
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Is an “active” listener
Make interpersonal connections with followers
Act as a coach and adviser
Promote self development
“I care about you and am looking out for your
best interest”
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
The Transformational and Transactional
Leadership Model (Cont.)
• Factor 5: Contingent Reward
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Recognize what needs to be accomplished
Try to obtain agreement from followers
Exchange process – effort for specified rewards
Arrange to provide the resources needed by
followers to accomplish their objectives
– “If you do as we agreed, you’ll get the reward”
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
The Transformational and Transactional
Leadership Model (Cont)
• Factor 6: Management by Exception
– Involves corrective criticism, negative feedback and negative
reinforcement
– Active Form:
• Arranges to know if something has gone wrong
• Attends to mistake and deviation
• Remains alert for infractions of the rules
– Passive form:
• Takes no action unless a problem arises
• Avoids unnecessary changes
• Refuses to take sides in a dispute
• Shows lack of interest
• “Uh oh, here he/she comes again”
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
The Transformational and Transactional
Leadership Model (Cont.)
• Factor 7: Laissez-Faire
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“Hands off – let things ride” approach
Avoid making decisions
Abdicate responsibility
Gives no feedback
Show lack of interest
Do not emphasis results
“That leader doesn’t care if we do or if we don’t”
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
Full Range Leadership Model
(Peter G. Northhouse,2004, Paul
Kirkbride,2006, John E. Barbuto Jr & Lance
L. Cummins,2007
How Does the Transformational Approach
Works
• General steps followed by transformational leaders:
– Empower followers and nurture them in change
– Become strong models for their followers
– Create a vision for the organization
– Act as a change agent for new direction within
organizations
– Become social architects
(Peter G. Northhouse, 2004)
Transformational Leadership Applications
• There is not a set of assumptions about
leaders should act in particular situations
• Provides a general way of thinking
• It can be taught to individuals at all levels
• It can be used in recruitment, selection, and
promotion, and training and development
• It can be used in improving team
development, decision making groups,
quality initiatives, and reorganization
(Peter G. Northhouse, 2004)
Transformational Leadership vs. Charismatic
Leadership
• Charismatic Leadership:
– “Charismatic leaders typically have a ‘compelling vision or sense of
purpose,’ effectively communicate that vision, are consistent and focused,
highly confident, and know their own strengths and weaknesses.
Accordingly, they capitalize on their strengths. (2) One major question of
the Charismatic Leadership theory is ‘Are charismatic leaders born or
could they be trained?’ Most theorists would argue that leaders can learn
to be charismatic.” (Bromely & Kirschner-Bromely, 2007)
(Peter G. Northhouse, 2004)
Transformational Leadership vs. Charismatic
Leadership (Cont.)
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Charismatic Leadership founded by Robert J. House (1976)
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A Transformational Leader can be charismatic
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Strong Role Models
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Competency
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Goals
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High Expectations
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Task-Relevant Motives
(Peter G. Northhouse, 2004)
Transformational Leadership vs. Situational
Leadership
• Situational Leadership:
– “Situational leadership theory (SLT) asserts that there is no one best style
of leadership or way to influence people. The leader needs to respond to
the situation with appropriate task and relationship behavior based on
followers' readiness and this (defined as ability and willingness)
interaction determines the leader's effectiveness (Hersey, 1988). In other
words, as the level of followers' readiness changes, the amount of leader
task and relation behavior should also change to match that level.”
(McLaurin, 2006)
(Blanchard & Hersey, 1996)
Transformational Leadership vs. Situational
Leadership (Cont.)
• Situational Leadership founded by Hersey & Blanchard (1969)
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Four Main Leadership Styles
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Revisions to Situational Leadership
(Blanchard & Hersey, 1996)
Transformational Leadership vs. Servant
Leadership
• Servant Leadership:
– “In Servant Leadership, Robert Greenleaf (1991) introduces the concept of
the leader as servant, an idea he credits to his reading of Herman Hesse's
Journey to the East. The premise of the story is a mythical journey,
sponsored by an Order. The central character is Leo, a man who
accompanies the travelers and does their menial chores. Leo also provides
moral support for the travelers with his spirit and his song. Although he is
a servant, his presence is extraordinary, and his contribution to the journey
extends well beyond the menial tasks he performs. This becomes evident
when Leo disappears, the travelers fall into chaos, and the journey is
terminated.” (Vargus & Hanlon, 2007)
(Cunningham, 2004, Alliance for, n.d)
Transformational Leadership vs. Servant
Leadership (Cont.)
• Guiding Principals of Servant Leadership (As defined by the
Indiana State University Alliance for Servant Leadership
(ASL))
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Agreeableness
Transformation
Personal Growth
Enabling Environments
Service
Trusting Relationships
Creating Commitment
Community-Building
Nurturing the Spirit
(Cunningham, 2004, Alliance for, n.d)
Personality and Transformational Leadership
• “Five Factor Model of Personality”
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Extraversion
Agreeableness
Conscientiousness
Emotional Adjustment (opposite-Neuroticism)
Openness to Experience
Bono, T.A., 2000
“The Big Five” (characteristics)
• Extraversion
– Outgoing , active, excitement seeking
– Strongly predisposed to experience positive
emotions.
• Agreeableness
– Kind, gentle, trusting, and trustworthy
• Conscientiousness
– Responsible, dependable, achiever
Bono, T.A., 2000
“The Big Five” (characteristics)
• Emotional Adjustment
– Often labeled by its opposite “Neuroticism”
• Anxious, fearful, depressed, and moody
• Openness to Experience
– Creative, imaginative, perceptive, and thoughtful
– Strongly related to intelligence
Bono, T.A., 2000
“The Big Five” and
Transformational Leadership
At first glance
• Extraversion
– Positively related to Transformational Leadership
• Agreeableness
– Positively related to Transformational Leadership
• Consciousness
– No hypothesis
Bono, T.A., 2000
“The Big Five” and
Transformational Leadership
At first glance
• Neuroticism
– Negatively related to transformational leadership
• Openness to Experience
– Positively related to transformational leadership
Bono, T.A., 2000
The Research
• 456 participants from community leadership
programs (i.e. Chamber of Commerce
programs)
• 3 surveys
– Supervisor, participant , subordinates
• 48% returned the surveys
– 84% of these received supervisor surveys
– 88% of these had at least one subordinate
Bono, T.A., 2000
The Results
• Agreeableness and Extraversion showed
significant relationship with transformational
leadership
• The relationship between Openness to
experience, Consciousness, and Neuroticism
was not significant.
Bono, T.A., 2000
Research Limitations/bias
• Subordinate ratings
• Ratings and outcome variances
• In some cases, leaders selected which
subordinate to complete the survey
Bono, T.A., 2000
Transformational Leadership Strengths &
Weaknesses
• Strengths:
• Widely Researched
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Intuitive Appeal
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Process occurring between followers and leaders
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Broad View of Leadership
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Strong Emphasis on Followers’ Needs, Values & Morals
(Peter G. Northhouse, 2004)
Transformational Leadership Strengths
and Weaknesses
• Weaknesses:
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Lacks Conceptual Clarity
•
Transformational Leadership Measurements
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Treats Leadership as a Personality Trait
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Elitist and Antidemocratic
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Based Primarily on Qualitative Data
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Potential for Abuse
(Peter G. Northhouse, 2004)
Multifactor Leadership Questionnaire (MLQ)
• Determines leader’s particular strengths and
weaknesses in transformational leadership
• Measures follower’s perception of a leader’s
behavior for each of the 7 factors
• Pinpoints areas in which individuals could improve
their leadership
(Peter G. Northhouse, 2004)
MLQ-6S
• Scoring
– Measures your leadership on 7 factors related to
transformational leadership
– The score for each factor is determined by
summing 3 specified items of the questionnaire
– Score range:
• HIGH=9-12
• Moderate=5-8
• Low=0-4
(Peter G. Northhouse, 2004)
QUESTIONS?
Works Cited
• Bono, T. A. (2000). Five Factor Model of Personality and
Transformational Leadership. Journal of Applied
Pyschology , 751 - 765.
• Burns, J. M. (1978). Leadership. New York: Harper &
Row.
• Homrig, C. M. (2001, December 21). Transformational
Leadership. Retrieved Dec 27, 2008, from United States
Air Force:
http://leadership.au.af.mil/documents/homrig/htm
• John E Barbuto, J. (2007). Full Range Leadership. The
University of Nebraska, Lincoln .
• Kirkbride, P. (2006). Developing Transformational
Leaders:the full range leadership model in action.
Industrial and Commercial Training , 23.
• Northhouse, P. G. (2004). Leadership Theory & Practice.
SAGE Publications.
• Stewart, J. (2006). Transformational Leadership: An
Evolving Concept examined thru the work of Burns, Bass,
Avolio, & Leithwood. Canadian Journal of the Educational
Administration and Policy
Works Cited
–
Bromley, Howard R., and Victoria A. Kirschner-Bromley. "Are you a
transformational leader?(Leadership)(Author abstract)." Physician
Executive 33.6 (Nov-Dec 2007): 54(4). Academic OneFile. Gale. East Tennessee
State Univ Library. 26 Dec. 2008
<http://find.galegroup.com.ezproxy.etsu.edu:2048/itx/start.do?prodId=AONE>.
–
McLaurin, J. Reagan. "The role of situation in the leadership process: a review
and application.(Manuscripts)." Academy of Strategic Management
Journal 5 (Annual 2006): 97(18). Academic OneFile. Gale. East Tennessee State
Univ Library. 26 Dec. 2008
<http://find.galegroup.com.ezproxy.etsu.edu:2048/itx/start.do?prodId=AONE>.
–
Vargas, Pamela A., and Jim Hanlon. "Celebrating a profession: the servant
leadership perspective.(Reflections)." Journal of Research
Administration 38.1 (Spring 2007): 45(5). Academic OneFile. Gale. East
Tennessee State Univ Library. 26 Dec. 2008
<http://find.galegroup.com.ezproxy.etsu.edu:2048/itx/start.do?prodId=AONE>.
–
Blanchard, Kenneth H., and Paul Hersey. "Great ideas revisited." Training &
Development 50.n1 (Jan 1996): 42(6). Academic OneFile. Gale. East Tennessee
State Univ Library. 30 Dec. 2008
<http://find.galegroup.com.ezproxy.etsu.edu:2048/itx/start.do?prodId=AONE>.
–
Cunningham, Robert. "Servant leadership--an introduction." Global Virtue
Ethics Review 5.3-4 (July 2004): 2(5). Academic OneFile. Gale. East Tennessee
State Univ Library. 30 Dec. 2008
<http://find.galegroup.com.ezproxy.etsu.edu:2048/itx/start.do?prodId=AONE>.