Transformational Leadership
‘Its Up To You’
Undraye P. Howard, MA
VP, Intellectual Capital
Alliance for Children and Families
Objectives
 What type of leadership is needed in today's
environment?
 Defining what it means to be high impact
 Defining what it means to be transformational
 Examine a case study around transformational
leadership
 The power of the Alliance network and its Resources
 General discussion on your leadership
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High Impact
High Impact Nonprofit
Organizations Demand
High Impact leaders!
So Are You One?
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What Does It Mean to be ‘High
Impact’?
It’s not what you do…it’s what you achieve
 Is your community safer?
 Are residents empowered, safe, and engaged?
 Are children on pathways for success?
 Do the people in the community have jobs?
 Are we ending generational poverty or are we serving
generations of families in crisis?
 If the doors of your organization closed tomorrow—
would it be missed?
…and these results are lasting.
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Some Characteristics of High Impact
Nonprofit Organizations
Moving from
Outcomes to
Impact
Clear and
Understood
Mission
Commitment
to Civic
Engagement
Strategic
Focus
Capacity to
Innovate
Characteristics of High Impact
Leaders
Influential
Grand
Stubborn
Gut
Authentic
Ethically
Balanced
Real
Intelligence
Transformational
Communica
tor
Culturally
savvy
Brand
Maker
Personal
Well
Being
Optimizer
Complexity
and
Ambiguity
Massager
Influencer
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Courageous
High Impact Means Being
Transformational
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Transformational Leadership (TL)
Description
 Process - TL is a process that changes and transforms individuals
 Influence - TL involves an exceptional form of influence that moves
followers to accomplish more than what is usually expected
 Core elements - TL is concerned with emotions, values, ethics, standards, and
long-term goals
 Encompassing approach – TL describes a wide range of leadership influence
where followers and leaders are bound together in the transformation
process
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Types of Leadership Defined
Focuses on the
exchanges
that occur
between leaders
and their
followers
TRANSACTIONAL
Process of
engaging with others
to create a
connection that
increases
motivation and
morality in both the
leader and the
follower
TRANSFORMATIONAL
Focuses on
the
leader’s
own interests
rather than the
interests of
their followers
PSEUDOTRANSFORMATIONAL
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Types of Leadership Defined
Leader is attentive to the
needs and motives of
followers and tries to help
followers reach their fullest
potential.
Mohandas Gandhi – raised
the hopes and demands of
millions of his people and in
the process was changed
himself
Process of
engaging with others
to create a connection
that increases
motivation
and morality in both the
leader and the follower
TRANSFORMATIONAL
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Model of Transformational Leadership
TL motivates followers beyond the expected by:
raising consciousness about the value and importance of
specific and idealized goals
transcending self-interest for the good of the team or
organization
addressing higher-level needs
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The 4 “I”s In Being Transformational
 Idealized Influence
- Acting as strong role models
- High standards of moral and ethical conduct
- Making others want to follow the leader’s vision
 Inspirational Motivation
- Communicating high expectations
- Inspiring followers to commitment and engagement in shared
vision
- Using symbols & emotional appeals to focus group members to
achieve more than self-interest
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The 4 “I”s In Being Transformational
 Intellectual Stimulation
- Stimulating followers to be creative and innovative
- Challenging their own beliefs and valuing those of leader and
organization
- Supporting followers to
 try new approaches
 develop innovative ways of dealing with organization issues
 Individualized Consideration
- Listening carefully to the needs of followers
- Acting as coaches to assist followers in becoming fully actualized
- Helping followers grow through personal challenges
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Transactional Leadership Factors
Contingent Reward
 The exchange process between leaders and
followers in which effort by followers is exchanged for
specified rewards
Management by Exception
 Leadership that involves corrective criticism, negative
feedback, and negative reinforcement
– Two forms
 Active - Watches follower closely to identify mistakes/rule
violations
 Passive - Intervenes only after standards have not been met
or problems have arisen
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Nonleadership Factor
Laissez-Faire
 The absence of leadership
 A hands-off, let-things-ride approach
 Refers to a leader who
– abdicates responsibility
– delays decisions
– gives no feedback, and
– makes little effort to help followers satisfy their
needs
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Additive Effect of
Transformational Leadership
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Warren Bennis & Burt Nanus (1985)
 Four Leader Strategies in Transforming Organizations
¶ Clear vision of organization’s future state
· TL’s social architect of organization
¸ Create trust by making their position known and standing
by it
¹ Creatively deploy themselves through positive self-regard
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Jim Kouzes & Barry Pozner
(1987, 2002)
 Model consists of 5 fundamental practices
¶
·
¸
¹
º
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
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Transformational Leadership
Focus of Transformational
Leaders

 TLs empower and nurture
followers
 TLs stimulate change by
becoming strong role models
for followers
 TLs commonly create a vision
 TLs require leaders to
become social architects
 TLs build trust & foster
collaboration
Overall Scope
Describes how leaders can
initiate, develop, and carry
out significant changes in
organizations
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A Case In Action:
Transformational Leadership
Mike Shaver
Executive Vice President and Chief Operating Officer
Children’s Home + Aid, Chicago, Illinois
Executive Leadership Institute, Class of 2012
Alliance for Children and Families
Alliance For Children and Families Center on
Leadership
Offerings
ELI
Board
Chair/CEO
Institute
SLC
Seasoned
Symposiu
m
National
Conference
AELC (CEO
Roundtable)
New
CEO
Boot
Camp
The
Advance
Alliance for Children and Families
Center on Leadership Support
Spotlight
and
Highlight
Webinars
E-Learning
Courses
Workshops
Cohort
and
Affinity
Groups
Bench
marking
Resource and
Link Guide
Store
Case
Studies
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Key Critical
Questions for
Leaders
How High is Your
Impact?
Are you a
Transformational
Leader?
Alliance for Children and Families
Key Critical Questions
 So what types of leadership do you believe is needed
in today’s environment?
 Are you taking personal responsibility and
accountability for self-advancement?
 Is it smart to challenge the leadership of others in
your workplace?
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Questions & Discussion
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Contact Information
Undraye P. Howard
uhoward@alliance1.org
414.359.6554
Alliance for Children and Families