Transformational Leadership Britt Andreatta, Ph.D.

History Most modern theory ~ seen as best fit for today’s businesses Considers leadership in terms of the influence or effects that leaders may have on followers Effective leaders create and promote desirable visions of the organization (includes perceptions, attitudes, commitments) Leaders are change-oriented Generate more creative solutions to problems Respond more quickly to changes in environment or to mission Developed in 1980s

Transformational Leadership Restore in organization a sense of meaning and purpose Projects confidence and commitment to followers Facilitate the emergence of leadership latent within organization Attract new personnel of higher quality Demonstrate more effective delegation Challenge people more fully Concerned with doing “the right thing”

5 Step Agenda Create readiness for change by focusing attention on the unsatisfactory aspects of the organization Overcome resistance by using non-threatening approaches to introduce change Articulate a vision by combining rational reasoning and symbolic imagery Generate commitment Institutionalize commitment

Four I’s of Model Individualized Consideration – develops associates to higher levels of ability and potential Intellectual Stimulation – enables associates to think about old problems in new ways Inspirational Motivation – communicates high standards of performance to associates Idealized Influence – Associates share complete faith and trust in their leaders

Conditions for TL Organizational crisis is likely to encourage transformational leadership because followers expect leader to take strong action Turbulent conditions, uncertain environments, rapid changes, especially in technology Need to be innovative to remain competitive Have employees/volunteers who are not being used to their full potential (might see high turnover because of this) Confronted with extremely difficult, complex problems Limitations: Better assessments are needed to assess transformational leadership and predict potential transformational leaders Difficult to know under what circumstances a transformational leader will be effective New theory needs validation studies and research difficult to successfully enact because of difficulty of people and organizations successfully changing

5 Exemplary Practices Jim Kouzes & Barry Posner Research-based model Strong reliability and validity Found 5 practices common to all ages, ethnicities and fields Read more in >

The Research Conducted research 4,800 individual cases, plus 350,000 surveys, and 325 studies They asked: “Think about a time you were at your personal best as a leader … What were the key actions and behaviors you took as the leader that made a difference?” Found 5 exemplary practices Example of appreciative inquiry

The 5 Practices of Exemplary Leadership Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

Challenging the Process Innovating Initiating Making opportunities for change Mistakes are seen as opportunities for growth

Inspiring a Shared Vision Looking to the future Dreaming of new possibilities Giving direction and purpose to org Sharing vision with others

Enabling Others to Act Recognize you need others Create atmosphere of mutual trust and respect Create cooperative goals Cultivate new leaders by giving them leadership opportunities

Modeling the Way Have a set of standards and values Be clear about your own values Be consistent with your words and actions Help others to see possibilities

Encouraging the Heart Set high expectations for self and others Encourage others to contribute Give clear direction, substantial encouragement, and meaningful feedback Celebrate individual and team accomplishments