Sue L. T. McGregor
PhD, Professor Emerita (MSVU)
Manitoba Association of Home Economists (MAHE)
Semi Annual Conference
Winnipeg, Manitoba
October 2-3, 2015
Sue.mcgregor@msvu.ca
www.consultmcgregor.com
TWEET #MBHomeEc2015
kind of leadership really
matters!
 the


Individual practitioners have a choice of
which leadership approach they intend to
embrace. Their choice affects the nature of
their practice, thereby the future of the
profession.
Tonight, we are discussing transformative
leadership, which is normally contrasted with
transactional leadership.
Transactional
Transformative
Transactional
Transformational





Joseph McCarthy
Charles de Gaulle
Dwight Eisenhower
George H. W. Bush
Margaret Thatcher
Transactional (use rewards
and punishments to get
results from followers)





Nelson Mandela
Winston Churchill
Gandhi
Martin Luther King Jr.
Mother Theresa
Transformational (get people
to transcend their own self
interest for the good of the
team and the vision)
Eleanor Vaines (Canadian)
 Dorothy Mitstifer (US, recently
deceased)
 Donna Pendergast (Australia)
 Kaija Turkki (Finland)
 Marjorie Brown (US, deceased)
 Sekiguchi Fusa (Japan)
 Ellen Swallow Richards
(founder of profession)
These are the women who
inspire me to keep on working
on the profession; their ideas
and vision sustain me!

by three key
people….
Bruce
Avolio
Bernard Bass
James McGregor
Burns (deceased)




transformational leadership can only be effective in the
presence of transactional leadership skills.
Transactional is a prerequisite for, the foundation of,
transformative; otherwise, the latter is latent.
NEED BOTH Transactional leaders handle all the
details that come together to build a strong public
reputation, while keeping employees productive on the
front line.
Transformational leaders are at the helm articulating
ambitious goals, and striving to achieve success through
their vision and their team-building skills.
 Red
to Green are
transactional
 Blue is
transformative




LF Red Laissez Faire – hands off/let
things ride/delay decisions/no
feedback approach (avoids
involvement…group lacks direction)
MBE (P) Orange – Management by
Exception (Passive) – only takes
action to put out fires or if
standards are not met; punishes if
performance is unacceptable
(reactive response)
MBE(A) Yellow – Management by
Exception (Active) – continually
monitors, watches for mistakes and
rule violations, and takes corrective
actions to avoid mistakes
(proactively audits people’s
performance)
CR Green – Contingent… Provides
resources, clarifies expectations,
rewards achievements and
reinforces performances (“Let’s
make a deal, with rewards being
contingent upon…”)
Transactional (4 types)





IC – individualized
consideration (compassion;
coaches people)
IS – intellectual stimulation
(think outside the box –
encourages innovative
thinking)
IM – inspirational motivation
(sharing vision, exciting the
masses – inspires others)
II – idealized influence (walking
the talk; actions speak louder
than words – acts with
integrity)
IA -Idealized attributes- builds
relationships based on trust
and respect
Transformative
(5 elements)




Transactional leadership gets its name from
the concept transaction, meaning an
agreement involving an exchange, giving
something to obtain something else.
This exchange is based on the leader
specifying what is expected, and helping
followers to clearly understand what they will
receive, or avoid, if they fulfill those
expectations.
These types of leaders are power wielders. To
wield means to have power “over” someone
or some process. Power-over means
directing, regulating, managing and
controlling people using influence and
authority.
Subordinates, when controlled by a
transactional boss, expect to get promotions,
raises or positive reinforcement if they do
well, and criticism and sanctions if they do
not do well.


management can be conducted according to
economic exchange theory
the ‘rationale man’ is largely motivated by
money, rewards, and punishment avoidance,
making people’s behaviour very predictable.
◦ If rewarded, people are more likely to repeat the
effort in the future; if punished, they will avoid it.

the leader can influence people’s behaviour
by exchanging the latter’s work for wages or
non-cash incentives (i.e., intangible rewards
like appreciation, recognition, a voice (feel
empowered))





social systems work best with a clear chain of
command; people agree to cede all authority
to the manager/leader
prime purpose of subordinates (followers) is
to do what the manager says to do, or else...
(threats)
even if punishments are not mentioned, they
are understood to be there (implied)
focus of leader’s behaviour is short-term in
nature, and intent on the bottom line,
maximizing efficiency, and improving profits
ignores the more complex emotional and
social contextual factors




job grading, job classifications, and
job descriptions
performance appraisals
performance-related pay (rewards
and incentives for meeting results);
workers expect perks, special
treatment, bonuses and merit
awards for ‘hard work’
people are expected to follow
rather than take initiative; they are
punished or corrected if they
deviate from the plan or accepted
standards




management by objective (MBO)
(based on assumption of
scarcity: set objectives, time
lines, criteria for monitoring
progress, deliverables,
indicators of success)
heavy focus on the bottom line);
goal is to maximize profits or
stay within budget
short-term oriented goals
high value on maximizing
efficiency and on competition





lots of power plays and office politics
(and back stabbing and ‘sucking up’)
confrontations
possibility of immoral and unethical
demands on people
everyone out for themselves (selfinterest); competitive (dog-eat-dog);
feels like perpetual contest, battle or
controversy
people avoid taking risks (smothers
innovation); creativity is stifled and
discouraged, leading to frustration
and simmering or outright anger






low trust and lots of suspicion
people do not feel valued; feel like
they are held back, and cannot get
ahead
only do something because they
have to (smothers initiative)
fear, anxiety and stress over not
being able to meet the manager’s
expectations
lots of secrecy and tension
lots of people taking sick-leave,
mental health days, stress-leave,
and quitting



To transform means to bring
about a radical change in
something, someone or
someplace (in contrast, transact
produces incremental change).
Radical is Latin for rāadīicāalis
and means ‘arising from or
getting at the root.’
Radical also means holding views
that deviate fundamentally (at the
core) from tradition, custom,
convention or the usual status
quo.






people will follow someone who inspires them
followers can be trusted to be left alone in a space
where they can breathe and grow
a person with a vision and passion can achieve great
things over a long span of time (the vision and
passion sustain them)
the best way to ‘get things done’ is to inject
enthusiasm and energy into followers and to model
the desired behaviour so others can see it in action
if a leader unswervingly commits to a cause, people
will stay engaged and will follow, even through the
dark times
it is assumed that followers will be transformed if
they follow the transformative leader



if people do not believe they can succeed (if not
continually bolstered by the leader), their efforts to
achieve the vision will slack off
the route forward will not always be obvious (how to get
there) but the direction will always be known and
repeatedly articulated (where headed)
there may not be sufficient details, but the leader knows
this and engages in course corrections as s/he accepts
failures and expects blind canyons (counts on followers’
creativity); as long as progress is being made (moving
towards the vision and followers are being transformed),
the leader is happy.
◦ Compelling question for another time is how do transformative
leaders define success?






articulating a powerful change agenda
that will take years to achieve
getting people to change inside and
then embrace this new agenda
accepting the idea of power through
people’s potential and energy
grounding people in a moral and
ethical dimension
striving for others to exceed even their
own expectations, to reach their fullest
potential
challenging the status quo, paradigms
and existing protocol




create structures that help bring
people together; link like-minded
people
establish problem-posing and
problem- solving infrastructures
create collaborative relationships and
networks
see change as necessary rather than an
obstacle, thereby lessening people’s
need for stability, order and
predictability; chaos is order emerging,
just not predictably






focus on daily realities of people rather
than just their work reality (value
people’s context)
project composure and confidence so
others will join them, or at least listen to
their ideas
find opportunities for peoples’ selflearning/insights
be patient with failures; celebrate
progress
learn how to break bottlenecks (learn
non-violent, democratic, peaceful
approaches)
share information and insights so it
becomes in-formation, created together




be consistent - stand for
something and stick with it!
present and hold onto the longterm big picture, the future they
envision
appreciate that the learning curve
is steep and the process is
complex
learn to be assertive - speak for
them self while not stepping on
other people’s toes; respect
others’ boundaries and rights
while protecting own boundaries
and rights



Transformative leaders make themselves
unnecessary.
They devote themselves to their cause,
while also seeking to build a movement
that enables a growing number of people
to effectively participate in promoting the
values and beliefs shaping the cause.
Eventually, the promotion of the cause
does not depend on one person – the
vision can be sustained!




Leaders appeal to others’ higher level of
morality, ethics and values (rather than just
profit, efficiency, and rewards)
People come to enlarge their vision, and
clarify their purpose (i.e., they practice ‘on
purpose’)
Leaders communicate with people and not
to people
The work or practice culture is changed by
introducing new beliefs and reasons for
working (strive for meaningful results
instead of just measurable results)



People do things because it is right or
good (sustains their actions) rather than
because it is popular, an acceptable
practice, the established wisdom at the
time, or because they are told to
Transformational changes how group
members define their roles, which are now
developed in context rather than imposed
by a third party
Once people’s beliefs are changed, the
transformative leader helps people change
their behaviour so it is in agreement with
the agenda; that is, in agreement with the
leader’s vision, beliefs, values, purpose

Evocative

Catalytic

Forward motion

Optimistic

Real

Made whole
◦ Bold, fresh, visionary, compelling, edgy
◦ Tipping point, wave of change, spark,
combustion, unplanned disruptions
◦ Energy, determined, courageous, actionoriented, inspirational
◦ Toward and not against, hope (connection to
the future), hold a candle in dark places,
ripples, waves
◦ Everyday people leading change that matters to
them, authentic, risk laden, messy, fear-laden
(part of reality)
◦ Sense of connectedness, centered, restorative,
fertile, web and networks




Initially, people hear the transformative
leader’s agenda with skepticism because
the agenda is SO ambitious, difficult and
uncommon, and it will take so long to get
there (if at all!).
Then, people rise above this uncertainty
because the transformative leader is so
convincing; they catch the bug!
People become energized, inspired and
drawn to a cause that resonates with their
humanness, and their deep moral and
ethical concerns.
As well, people become connected to likeminded people. Their collective energy
sustains the long journey towards a valued,
desired, and meaningful outcome or future.




Because control shifts from being espoused
by the leader to being internalized by the
person, people do things because they want
to not because they have to or are told to
(more likely to stick with it).
This personal ownership of the change that
the transformative leader is calling for
means people willingly and passionately
work for that vision, emulating the leader.
People eventually give up having to know
everything (no longer need to be the
expert) and will hunger for the insights and
input from others.
They will be willing to unlearn, relearn and
remain lifelong learners
Transformational leaders are trying to effect
change in society, workplaces and institutions
The role of change agent is
not appropriate in every
situation and not all home
economists will be
comfortable with the role.
 AND... if you do not see
yourself as a change agent,
you will not be one, at least
not intentionally.




Part of changing belief systems involves letting go of
old, tried-and-true ways by rethinking ideas from
fresh perspectives.
Typically, belief systems are interjected from outside
sources, unconsciously accepted, and then
integrated into a person’s belief structure, and then
manifested in daily life and practice.
With transformative leadership, transformative
beliefs are consciously internalized, intentionally
woven into one’s belief structure, and purposively
manifested in daily life and practice.



We each have a worldview that
informs our practice and sometimes it
prevents us from learning new things.
Said another way, we each have mind
viruses that have entrenched
themselves into our psyche.
The spores of the virus work hard in
our heads by pushing buttons,
reinforcing stereotypes, and
entrenching biases, making it very
hard to unlearn so we can learn new
things; that is, see the world
differently and embrace a new vision.







getting angry when reading something that does
not resonate with what you think is true
getting angry when listening to ideas or
suggestions that unsettle you
getting confused with new information or
directions from others on how and why to do
something
seeking distractions from the event or idea that
is making you uncomfortable
feeling that work/life lacks meaning
feeling that life is less focused than before
feeling like something is wrong but just cannot
put your finger on it





She called worldviews and biases ‘mind bugs’!
She said these bugs, these biases, take root
in our brains, and color everything.
They ‘tug’ people to prefer one thing over
another, leading to anti or pro views and
preferential or harmful treatment of others.
Holding a bias (being infected with the bug)
does not mean people act on it; BUT, the
stronger the bias (the deeper the bug has dug
in), the more likely people are to act on the
influence of the bug (the bias).
These bugs burrow into our brains and it is
VERY hard to dislodge them. BUT being aware
of cognitive biases (worldviews shaping the
status quo) at least helps people work around
them and make more informed decisions and
judgements.



When a person feels resistance when
asked to do something, this usually
means that the mind virus is working
hard.
But... these viral mental defenses can
be understood for what they are natural, normal reactions to changes
in the status quo that is currently
working for you.
The next step may be to purge the
mental virus that no longer serves
your purpose in life (and no, you do
not throw people away when you
purge)





read widely about paradigm
shifts
write your thoughts down (be
reflective)
talk with like-minded people
(dialogue)
talk with people who have
experienced a disorienting
change in their life (a personal
transformation)
remain open minded to make
room for new ideas



knows who she is and what she believes (selfknowledge)
is aware of her own biases (inclinations toward
something that inhibit judgement) that create
prejudices, which may result in uncritical
acceptance of status quo
is aware of the assumptions she brings to a
situation, and can articulate ideologies and
paradigms that inform things she would
otherwise take for granted




understands why she values things (especially her
guiding principles)
understands why she brings certain expectations
of people to a situation
is conscious of how she and others are framing
issues (this affects what gets presented as a
problem, and how)
is comfortable holding herself and others
accountable for actions



influence by serving as role models of the ideal (they
are models of excellence). When done well, followers
will trust and respect them and want to emulate them
and internalize their ideals (ideas and visions).
This entails:
◦ instilling pride, trust, mutual interest, commongood interest, respect, power and confidence; and,
◦ talking about values and beliefs, the importance of
having a strong purpose, the moral and ethical
consequences of decisions, and the importance of a
collective sense of mission.
motivate (provide incentive and stimulate
followers’ interest) by clearly articulating their
vision in such a way that followers ‘catch the
passion’ and want to fulfil goals to reach that
future.
 They talk optimistically about the future,
enthusiastically about what needs to be
accomplished, and express confidence that the
goals can be (should be) achieved.




Engage in intellectual stimulation.
They simultaneously challenge the status quo and
underlying assumptions while stimulating followers to
explore creative new ways to do things so that the
status quo can be changed.
Change cannot occur unless the status of the current
situation is transformed. Followers need to engage with
differing perspectives and viewpoints so creative
problem posing and solving can happen, due to being
intellectually stimulated.




Act as a coach and mentor.
They help followers strive for higher levels of potential
and actualization. They provide new learning
opportunities in a supportive climate to ensure that
followers can achieve personal transformation.
They give due consideration to the needs of individual
followers by spending time with them, listening to
them, and valuing their respective needs vis- -vis
achieving the vision.
They do this because they believe that it is the diversity
of the team that makes it strong.





are willing to stand in the center and amass
ideas and energy around them.
They are pioneers who pave the way for
others to make the journey with them.
They value fellowship (companionship),
with some people having more
responsibilities than others, but with
everyone learning together to achieve the
vision.
They are courageous, creative deviants, not
rabble rousers, who
◦ challenge the status quo; and,
◦ help others become energized, focused and
sustainable agents of change.









Avolio, B. J. (2011). Full range leadership development. Thousand Oaks,
CA: Sage.
Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the
components of transformational and transactional leadership using the
Multifactor Leadership Questionnaire. Journal of Occupational and
Organizational Psychology, 72(4), 441-462.
Bass, B. M. (1985). Leadership and performance beyond expectation.
New York, NY: Free Press.
Bass, B. M., & Avolio, B. J. (Eds.). (1994). Improving organizational
effectiveness through transformational leadership. Thousand Oaks, CA:
Sage.
Bass, B. M., & Avolio, B. J. (1997). Full range leadership development:
Manual for the multifactor leadership questionnaire. Menlo Park, CA:
Mind Garden.
Burns, J. M. (1978). Leadership. New York, NY: Harper & Row.
David, T. (2012). Transformative leadership in practice. San Francisco,
CA: The Compton Foundation. Retrieved from
http://www.comptonfoundation.org/wpcontent/uploads/2012/09/Transformative-Leadership-in-Practice.pdf
McGregor, S. L. T. (2006). Transformative practice. East Lansing, MI:
Kappa Omicron Nu.
www.consultmcgregor.com