Transformational, Cultural, and Symbolic Theories Chapter 7

What’s in Chapter 7? Three main points: Transformational Leadership Cultural Leadership Symbolic Leadership

Introduction We now shift away from the “scientific” classical theories and look at more progressive theories which capture the value and meaning of leadership to organizations Stability gave way to major social changes in the 1970s Much disenchantment with the establishment Transformational leadership theory was born out of a need for type of leader that was interested in ethics

Transformational Leadership Theory Transformational leadership emerged out of the work of James MacGregor Burns Transformational leadership is a process in which “leaders and followers raise one another to higher levels of morality and motivation” Transformational leaders have the ability to “impact, change, or discard the status quo.” Organizations are changing and need leaders who can bring positive changes, with a focus on values and morality.

Transformational Leadership Theory Transformation centers around growing the needs of followers The central objective is moving people up the needs hierarchy; transforming people to higher levels Values and morality are central to leadership

Transformational Leadership Theory People are driven by a moral need Leaders help followers make sense of inconsistency to arrive at a satisfactory solution

Elements of Transformational Leadership Transformational Leadership is… Collective rather than focused only on the leader’s needs and power Dissensual (offering other opinions) and promotes change Causative rather than reactive (it creates change) Morally purposeful (values are important) Elevating (moving to a higher level of challenge and growth)

Transformational Vs. Transactional Leadership Transformation = Change Transaction = Exchange Transactional leadership tends to be self-centered and focused on the needs of the leader. Interactions between leaders and followers are simply exchanges (or trades) that benefit the leader. Transformation involves leaders investing in followers and the desire to change things for the better. Transformational leaders recognize the need for values and seeks to bring his followers to a higher moral level.

More about Transformational Leadership Laissez-faire leadership is the total lack of leadership Transformational leadership is the process of influence It is based on interaction and ethics, rather than just productivity and performance Different authors have different concepts of transactional leadership, but views on transformational leadership are consistent

Organizational Culture and Leadership Assumptions of organizational culture research Every organization has a culture Strong cultures mean success Culture is symbolic and manageable Every organization has core values that drive the culture Organizational culture impacted by changes Deal and Kennedy – corporate cultures centered on values, symbols, and leaders Peters and Waterman – strong cultures mean success Schein – leaders play a key role in the culture

Important Elements of Organizational Culture Values Symbols Rites and Rituals Heroes Stories Artifacts

Symbolic Leaders Leader is the symbolic head of the organization Steering wheel, visionary, symbolizer Role of communication central to leading Masters of the symbolic realm Social architects

Symbolic Leaders Goes beyond Lewin, Lippitt, and White’s work Leader must create and communicate a clear compelling vision Leadership is the art of organizing, interpreting, and selling the vision Leaders use influence Leadership not management Leaders serve symbolic and social role, managers serve the functional day-to-day roles There substantial differences between the two

Chapter 7 Summary Shift in leadership theory to transformational, cultural, and symbolic models Each unique but still similar in approach Started to question the ways leadership had been approached in the past