1. Transformational Leadership
Chapter 9

2. Transformational Leadership
Process - TL assumes that a leader’s behaviors and processes can change and transforms individuals
Influence - TL assumes that a leader’s influence can move followers to accomplish more than what they would do otherwise
Core elements - TL assumes that leaders can influence followers’ emotions, values, ethics, standards, and long-term goals
Measure – Multifactor Leaderships Questionnaire (MLQ) which measures different leadership behaviors in order understand their effects (motivation, performance, satisfaction).
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

3. No new taxes => votes. Sell more cars => bonus.
Types of Leadership
Focuses on the
exchanges
that occur
between leaders
and their followers
                                       
No new taxes => votes.
Sell more cars => bonus.
Turn in assignments => grade.
Surpass goals => promotion.
The exchanges that can observed in all walks of life.
TRANSACTIONAL
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

4. Types of Leadership Process of engaging with others
to create a connection
that increases
motivation
and morality in both the
leader and the follower
                                       
Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.
Mohandas Gandhi – raised the hopes and demands of millions of his people and in the process was changed himself
TRANSFORMATIONAL
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

5. own interests rather than the interests of his or her followers
Types of Leadership
Focuses on the
leader’s
own interests rather than the interests of his or her followers
Leaders who are
transforming but in a negative way
self-consumed, exploitive, power- oriented, with warped moral values
includes leaders like
Adolph Hitler
Saddam Hussein
PSEUDOTRANSFORMATIONAL
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

6. Transformational Leadership Factors
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

7. Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

8. Strengths
Intuitive appeal. People are attracted to TL because it makes sense to them.
It’s also very consistent with Christian values.
Emphasizes followers. TL emphasizes followers’ needs, values, and morals.
Effectiveness. Evidence supports that TL is an effective form of leadership. The dimensions measured (especially the 4 I’s and contingent rewards) impact followers’
Motivation
Performance
Satisfaction.
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

9. Criticisms Lacks conceptual and measurement clarity
Dimensions are not clearly delimited (4 I’s overlap, transactional and transformational overlap)
Essentially ignores task oriented behavior (planning, defining roles, defining objectives, problem solving).
Validity of MLQ not fully established
Does the MLQ simply measure how much a follower likes a leader?
TL treats leadership more as a set of personality traits and abilities than a behavior that can be taught
It’s not clear that transformational leaders actually transform leaders and organizations.
Has the potential to be abused.
Without absolute moral standards, the difference between transformational and pseudotransformational leadership is blurred.
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

10. Can be taught at all levels of the organization
Application
Provides a general way of thinking about leadership that stresses ideals, inspiration, innovations, and individual concern
Can be taught at all levels of the organization
May be used as a tool in recruitment, selection, promotion, and training development
The MLQ guide help leaders to target areas of leadership improvement
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.