1. Transformational Leadership Dolores Gill and Dr. Rodney Peterson
What if….
I Transformed!
Transformational Leadership
Dolores Gill and Dr. Rodney Peterson
JCS Leadership, 2016
Dolores-I will introduce, orient and then turn it over to you to introduce activity 1

2. Pieces of the Puzzle
In the Picture. Divide into groups of 4-6. Each team will complete a puzzle. Once completed, be prepared to present what this represents in terms of the team.
Rodney
You are aiming for discovery of the importance of each individual to the successful accomplishment of the team’s goal, but you may get some interesting responses about proper planning, supply officers and quality control.

3. Are you ready…?
Dolores

4. Goal of Leadership
The goal of leadership is improvement…more specifically, establishing widely agreed upon and worthwhile directions for the organization and doing whatever it takes to prod and support people to move in those directions
Leadership is working with members so the organization improves. (Leithwood et al., 2006)
Dolores

5. Absence of Leadership...
In the absence of leadership an organization experiences Drift and Detachment.
Drift
Drift is sailing without a rudder
Detachment
Detachment is a psychological state where the group lacks any deep commitment…just going through the motions.
(Dan Duke, U. of Va at WVa Institute, )
Dolores

6. Drift-Detachment
You know you are in Drift or have Detachment when the staff in your school
cannot visualize what the leader wants
cannot visualize what the leader believes
cannot identify any of the priorities of the organization
cannot discern which of the (too) many priorities are really the key priorities.
Dolores

7. Non Leadership Factor Laissez-Faire 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
Dolores

8. Transformational Leadership: Reflect
What if....?
I’ll start video-Dolores

9. Types of Leadership Defined
Focuses on the
exchanges
that occur
between leaders
and their followers
Process of
engaging with others
to create a connection that increases
motivation and morality in both the leader and the follower
Focuses on the
leader’s
own interests rather than the interests of their followers
TRANSACTIONAL
PSEUDOTRANSFORMATIONAL
Dr. Peterson- Possible poll to define what type of leadership is most prevalent in JCS. Twitter-
TRANSFORMATIONAL

10. Scenarios: Transactional or Transformational
For this activity, we will work first in pairs and then quartets.
Working first in your assigned pairs, read the scenario and then discuss the scenario.
In your pairing, indicate for each scenario whether the description represents a principal who is functioning as a Transactional or Transformational leader.
Discuss what makes the leadership transactional or transformational.
Move into your quartet, share/discuss your findings from your pairing, then for each Transactional scenario determine how the scenario would be different if the leader was functioning as a Transformational leader…be prepared to share with whole group as time permits.
Dr. Peterson

11. Scenario A: Principal: M. Y. Way
In the spring the new principal must address, for the first time, the assignment of teachers to specific classes and/or grade levels for the coming year.
Principal Way studies the course (or grade level) assignments for a couple of weeks and then posts them on the schedule board in the faculty lounge.
She then calls each teacher into her office for a private conversation with the intent to convince the teacher that his/her respective assignment is the best for the school.
For the few teachers who complain, Principal Way offers incentives (e.g. released time) to convince the teacher that the assignment is appropriate.
Dr. Peterson

12. Small Group Tasks
Pairs: Is the leadership in the scenario transactional or transformational?
Pairs: Why (what evidence) do you see that supports your conclusion?
Quartet: If you decided it was transactional, what aspects of leadership could the principal change that would move the leadership style from transactional to transformational?
Whole group discussion/share-out…
Dr. Peterson

13. Scenario B: Principal: I. M. Visual
Principal Visual really wants to improve the school’s mathematics achievement scores on the state test.
He calls a special faculty meeting in September to discuss his vision for the math program.
Principal Visual shares with the faculty a PPT presentation describing in detail the school math achievement data and explaining why the math program must change.
When he asks for teacher volunteers from all content (or grade levels) to serve on a task-force to design a plan to reach the vision, no teachers volunteer.
Principal Visual decides on the spot that the only way to move forward is to assign the task-force members, so he indicates that he will make those assignments next Monday if he does not have six volunteers between today and Monday.
Principal Visual concludes the meeting by saying that he believes those who step up and serve will truly become key leaders in the school over the next two or three years because of the impact they will make on the school’s achievement scores.
Dr. Peterson

14. Small Group Tasks
Pairs: Is the leadership in the scenario transactional or transformational?
Pairs: Why (what evidence) do you see that supports your conclusion?
Quartet: If you decided it was transactional, what aspects of leadership could the principal change that would move the leadership style from transactional to transformational?
Whole group discussion/share-out…
Dr Peterson

15. 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
Dr. Peterson

16. Attributes of a Transformational Leader?
Understands the “big picture” and the vision for the organization at all times.
Is seen as an ‘ideal role model’-someone who ‘walks the talk.’
Understands how to create a ‘high performing team.’
Has the ability to inspire and motivate.
Challenges their team to be Innovative in what they do.
Demonstrates genuine understanding and empathy with regard to their team’s needs and ambitions.
Dr. Peterson

17. Model of Transformational Leadership
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
Leadership Continuum from Transformational to Laissez-Faire Leadership
Transformational Leadership
Transactional Leadership
Laissez-Faire Leadership
Dr Peterson

18. The 4 “I”s in Being Transformational
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
Dolores

19. The 4 “I”s in Being Transformational
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 organizational 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
Dolores

20. Different Ways to Lead
The most effective leaders know that leadership is not a "one-size-fits-all" approach. They adapt their style to fit each unique situation.
Dolores-I’ll introduce video

21. Kotter’s Transformation Change Model
8. Make it stick
Implementing and sustaining the change
7. Don’t let up
6. Create short-term wins
Engage and Enable the organization
5. Enable Action
4. Communication for buy-in
3. Get the vision right
Create a climate of change
2. Build guiding teams
Dr. Peterson
1. Increase urgency

22. Next Steps…
How will you transform your leadership?
Dr. Peterson