Foundations of Leadership
Monday, March 14, 2016
Steven M. Hays
Leadership and Ethics
Bishop Kearney High School
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References
Northouse, P. G. (2004).
Leadership: Theory and
practice (3rd ed.).
Thousand Oaks, CA:
Sage Publications.
Weber, M. (1947). The
theory of social and
economic organizations
(T. Parsons, Trans.). New
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York: Free Press.
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Transformational Leadership
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Transformational Leadership
Transformational leadership is a process that changes
and transforms individuals.
It is concerned with:
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Emotions
Values
Ethics
Standards
Long-term goals
It includes assessing followers’ motives, satisfying their
needs, and treating them as full human beings.
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Transformational Leadership
Transformational leadership involves an
exceptional form of influence that moves
followers to accomplish more than what is
usually expected of them.
 It is a process that often incorporates
charismatic and visionary leadership.
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Transactional Leadership
Transactional versus Transformational
 Transactional leadership
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Refers to the bulk of leadership models, which focus on the
exchanges that occur between leaders and their followers.
Managers who offer promotions to employees who surpass their
goals are exhibiting transactional leadership.
The exchange dimension of transactional leadership is very common
and can be observed at many levels throughout all types of
organizations.
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Transformational Leadership
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Transformational leadership
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Refers to the process whereby an individual engages others and
creates a connection that raises the level of motivation and
morality in both the leader and the follower.
This type of leader is attentive to the needs and motives of
followers and tries to help followers reach their fullest potential.
Mohandas Gandhi is a classic example of transformational
leadership. Gandhi raised the hopes and demands of millions of
his people and in the process was changed himself.
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Charisma
Transformational Leadership and Charisma
 The concept of charisma was first used to
describe a special gift that select individuals
possess that gives them the capacity to do
extraordinary things.
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Max Weber and Transformational
Leadership
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Weber (1947) provided the most well-known
definition of charisma as a special
personality characteristic that gives a
person superhuman or exceptional powers,
is reserved for a few, is of divine origin, and
results in the person being treated as a
leader.
(For more information about Weber, go to
www.bolender.com and click on “Sociological
Theorists.”)
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Transformational Leadership
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Despite Weber’s emphasis on charisma as a
personality characteristic, he also recognized
the important role played by followers in
validating charisma in these leaders.
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Transformational Leadership
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The Leadership Continuum
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Transformational Leadership
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Transformational Leadership
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Transformational Leadership
How Does the Transformational Approach
Work?
 The transformational approach to leadership
is a broad-based perspective that
encompasses many facets and dimensions
of the leadership process.
 In general, it describes how leaders can:
Initiate,
 Develop, and
 Carry out significant changes in organizations.
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Transformational Leadership
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Transformational leaders set out to empower
followers and nurture them in change.
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They attempt to raise the consciousness of
individuals and get them to transcend their own
self-interests for the sake of others.
To create change, transformational leaders
become strong role models for their
followers.
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Transformational Leadership
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It is common for transformational leaders to
create a vision.
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The vision emerges from the collective interests
of various individuals and units within an
organization.
Transformational leaders also act as change
agents who initiate and implement new
directions within organizations.
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Chapter 9:
Transformational Leadership
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The transformational approach also requires
that leaders become social architects.
This means they make clear the emerging
values and norms of the organization.
 They involve themselves in the culture of the
organization and help shape its meaning.
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Team Leadership
Team Leadership
 Teams are organizational groups composed
of members who are interdependent, who
share common goals, and who must
coordinate their activities to accomplish
these goals.
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Team Leadership
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Team Excellence
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Strengths of Team Leadership
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The strength of this approach includes its focus on real-life
organizational teams and their effectiveness.
The model also emphasizes the functions of leadership that
can be shared and distributed within the work group.
The model offers help in selecting leaders and team
members with the appropriate diagnostic and action-taking
skills.
Furthermore, the model is also appropriately complex,
providing a cognitive model for understanding and
researching organizational teams.
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Psychodynamic Approach – Emotional
Intelligence
Psychodynamic Approach
 Leaders are more effective when they have
insight into their own psychological makeup.
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The specific model or terminology used to obtain
insight is less important than having gained an
understanding of needs, predispositions and
emotional responses.
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Psychodynamic Approach
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Leaders are more effective when they
understand the psychological makeup of
their subordinates.
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Again the particular labels are less important
than having a knowledge of the personality
characteristics of team members.
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Psychodynamic Approach
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It is important to distinguish this approach from the trait,
style and situational approaches.
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In the trait approach, certain characteristics of a person are
assumed to be important in attaining leadership status or performing
leadership tasks.
The style approach suggests that a certain leadership style,
particularly the team management style, is the best.
Situational leadership moves on to suggest that the key element is
the match between the leader’s style or behaviors and the needs of
the subordinates.
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Psychodynamic Approach
The psychodynamic approach makes none
of these assumptions.
 There is no particular personality type that is
better than any other in a leadership position.
 There is no need to match the personality
type of the leader to that of the subordinates
in order to have an effective work situation.
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Emotional Intelligence
The psychodynamic approach focuses more
on learned and deep-seated emotional
responses that are not in immediate
awareness.
 The leader is not conscious of his or her
emotional responses or of their
consequences in behavior.
 This aspect of the approach is unique and
results in an entirely different way of dealing
with leadership development.
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Emotional Intelligence
An important underlying assumption in the
psychodynamic approach is that the
personality characteristics of individuals are
deeply ingrained and virtually impossible
to change in any significant way.
 The key is acceptance of one’s own
personality features and quirks and
understanding and acceptance of the
features and quirks of others.
IMPORTANT CONCEPT!
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EI Principles
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