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Published byBarrie Laurence Booker Modified over 9 years ago
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October Hudley Regina Lynn
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Original Early 80’s “Transformational Leadership coined by Downton (1973) “New Leadership” paradigm (Bryman, 1992) Management Social psychology Nursing Education Industrial engineering
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builds trust, respect in followers, thus forming basis for acceptance of big changes changes expectations of group members: problems CAN be solved encourage followers ’ creativity—question old assumptions, traditions and beliefs, reframe problems leaders pay particular attention to each individual ’ s needs for growth and achievement
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Transformational Leadership four main actors: Idealized Influence Inspirational motivation Intellectual motivation Individualized consideration
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Widely researched many different perspectives Intuitive Appeal Process that occurs between followers and leaders Provides a broader view of leadership that augments other leadership models Places strong emphasis on followers’ needs, values, and morals Evidenced to be effective
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Lacks conceptual clarity MLQ measurement Leadership treated as a personality trait rather than learned behavior Lacks research to establish actual transformation of individuals/organizations Elitist and antidemocratic The transformational leader suffers from a “heroic leadership” bias The potential to be abused
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followers perceive leader as being charismatic, confident, powerful, and focused on higher-order ideals. Followers admire and trust leader and thus buy into mission, even if it requires radical changes in the organization. Leaders act as mentors—help followers and colleagues develop potential and take responsibility for own development Use two-way communication, and interact personally with others
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Northouse, P.G. (2013). Leadership Theory and Practice. Thousand Oaks, CA: Sage Publications Ltd.
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