TRANSFORMATIONAL
LEADERSHIP
Chapter 9
OVERVIEW
Transformational Leadership (TL) Perspective
A Model of Transformational Leadership
Transformational Leadership Factors
Full Range of Leadership Model
The Additive Effects of TL
Other Transformational Leadership
Perspectives
How Does the Transformational Approach
Work?
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TRANSFORMATIONAL LEADERSHIP
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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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TYPES OF LEADERSHIP DEFINED BURNS (1978)
Focuses on the
exchanges Process of
that occur engaging with others
to create a connection
between leaders
that increases
and their followers
motivation and
TRANSACTIONAL morality in both the Focuses on the
leader and the leader’s
follower own interests
TRANSFORMATIONAL rather than the
interests of his
or her followers
PSEUDOTRANSFORMATIONAL
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TYPES OF LEADERSHIP DEFINED
BURNS (1978) Focuses on the
exchanges
that occur
- No new taxes = votes. between leaders
- Sell more cars = bonus. and their followers
- Turn in assignments = TRANSACTIONAL
grade.
- Surpass goals = promotion.
The exchange dimension is so
common that you can observe
it at all walks of life.
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TYPES OF LEADERSHIP DEFINED
BURNS (1978)
Leaders who are
– transforming but
in a negative way
– self-consumed,
Focuses on the
exploitive, power-
leader’s
oriented, with own interests
warped moral rather than the
values interests of his or
her followers
includes leaders like
Adolph Hitler PSEUDOTRANSFORMATIONAL
Saddam Hussein
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TYPES OF LEADERSHIP DEFINED BURNS
(1978)
Leader is attentive to the
needs and motives of
followers and tries to help
followers reach their fullest Process of
potential. engaging with others
Mohandas Gandhi – raised to create a connection
the hopes and demands of that increases
millions of his people and in motivation
the process was changed and morality in both the
himself leader and the follower
TRANSFORMATIONAL
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TRANSFORMATIONAL LEADERSHIP &
CHARISMA
Definition
Charisma - A special personality characteristic
that gives a person superhuman or exceptional
powers and is reserved for a few, is of divine
origin, and results in the person being treated as a
leader (Weber, 1947)
Charismatic Leadership Theory (House,
1976)
Charismatic leaders act in unique ways that have
specific charismatic effects on their followers
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
THEORY OF CHARISMATIC LEADERSHIP
(HOUSE, 1976)
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
THEORY OF CHARISMATIC LEADERSHIP (SHAMIR, HOUSE, &
ARTHUR, 1993)
Later Studies
Charismatic Leadership –
Transforms follower’s self-concepts; tries to link
identity of followers to collective identity of the
organization
Forge this link by emphasizing intrinsic rewards &
de-emphasizing extrinsic rewards
Throughout process leaders
Express high expectations for followers
help followers gain sense of self-confidence and
self-efficacy
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
MODEL OF TRANSFORMATIONAL LEADERSHIP BASS (1985)
Expanded and refined version of work done by Burns and House. It
included:
More attention to followers’ rather than leader’s needs
Suggested TL could apply to outcomes that were not positive
Described transactional and transformational leadership as a continuum
Extended House’s work by:
Giving more attention to emotional elements & origins of charisma
Suggested charisma is a necessary but not sufficient condition for TL
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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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LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
THEORY AND PRACTICE SIXTH EDITION
FACTORS
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
FULL RANGE OF
LEADERSHIP MODEL
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TRANSFORMATIONAL LEADERSHIP FACTORS THE 4 “I”S
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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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TRANSFORMATIONAL LEADERSHIP FACTORS THE 4 “I”S
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
- Ex. Showing optimism helps employees become more engaged in
their work (Tims et al., 2011)
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TRANSACTIONAL LEADERSHIP
FACTORS
Contingent Reward
The exchange process between leaders and
followers in which effort by followers is exchanged
for specified rewards
Contingent Reward
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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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
BENNIS & 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
Creatively deploy themselves
through positive self-regard
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
KOUZES & POZNER (1987, 2002)
Model consists of 5 fundamental
practices
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
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HOW DOES THE
TRANSFORMATIONAL LEADERSHIP
APPROACH WORK?
Focus of Transformational Leadership
Strengths
Criticisms
Application
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TRANSFORMATIONAL LEADERSHIP
Focus of Transformational
Leaders
Overall Scope
TLs empower and
nurture followers
Describes how TLs stimulate change
leaders can by becoming strong
initiate, develop, role models for
followers
and carry out TLs commonly create a
significant vision
changes in TLs require leaders to
organizations become social
architects
TLs build trust & foster
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collaboration
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
STRENGTHS
Broadly researched. TL has been widely
researched, including a large body of qualitative
research centering on prominent leaders and CEOs in
major firms.
Intuitive appeal. People are attracted to TL
because it makes sense to them.
Process-focused. TL treats leadership as a process
occurring between followers and leaders.
Expansive leadership view. TL provides a broader
view of leadership that augments other leadership
models.
Emphasizes follower. TL emphasizes followers’
needs, values, and morals.
Effectiveness. Evidence supports that TL is an
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
CRITICISMS
Lacks conceptual clarity
Dimensions are not clearly delimited
Parameters of TL overlap with similar conceptualizations of
leadership
Measurement questioned
Validity of MLQ not fully established
Some transformational factors are not unique solely to the
transformational model
TL treats leadership more as a personality trait or
predisposition than a behavior that can be taught
No causal link shown between transformational
leaders and changes in followers or organizations
TL is elitist and antidemocratic
Suffers from heroic leadership bias
Has the potential to be abused
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
APPLICATION
Provides a general way of thinking about
leadership that stresses ideals, inspiration,
innovations, and individual concerns
Can be taught to individuals at all levels of the
organization
Able to positively impact a firm’s performance
May be used as a tool in recruitment, selection,
promotion, and training development
Can be used to improve team development,
decision-making groups, quality initiatives, and
reorganizations
The MLQ and Sosik and Jung (2010) guide help
leaders to target areas of leadership
improvement
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