Transformational Leadership and Mentoring Doug Lawrence Talent C

Transformational Leadership and Mentoring Doug Lawrence Talent. C® - People Services Inc.

Agenda • A Story! • Transformational Leadership: – What is transformational leadership? – History – Role – Why do we need it? – Impact to our business of having and not having transformational leadership

Agenda • Mentoring: – What is mentoring – History – Role – Why do we need it? – Impact to our business of having and not having transformational leadership • Comparison

Agenda • Business Value and Impact of partnership of the two skills

A Story! • • • Person in a “leadership role” Leading team of 140 personnel Tasmanian Devil Syndrome Impact on staff Culture

Transformational Leadership • Polling Question #1: Which of the following are attributes/skill sets of a transformational leader?

Transformational Leadership • Defined: “Transformational leadership enhances the motivation, morale and performance of followers through a variety of mechanisms. These include connecting the follower’s sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance. ”

Transformational Leadership • What is transformational leadership? – It is a leadership style that is focused on team building, motivation and collaboration with employees at all levels – The goal is change for the better – Leaders and followers help each other to advance to a higher level of morale and motivation (James Burns – 1978) – Style offers a purpose

Transformational Leadership – Fits into the higher level needs in Maslov’s Theory of Human Needs

Transformational Leadership • Where did this style come from? – First coined by J. V. Downton in: Rebel Leadership: Commitment and Charisma in a Revolutionary Process (1973) – James Mac. Gregor Burns first introduced the concept in his book: Leadership (1978) – Burns was one of the first scholars to assert that true leadership creates change and achieves goals – It also changes people involved for the better

Transformational Leadership – Bernard Bass, a discipline of Burns defined transformational leadership in how the leader affects followers • Transformational Leadership has evolved and contains elements of preceding leadership types such as trait and behaviour theories, charismatic, situational and transactional leadership

Transformational Leadership • To understand the role – we need to understand the components of transformational leadership! • Four components of transformational leadership: – Idealized influence – charisma – Inspirational motivation – Intellectual stimulation – Individualized attention

Transactional Leadership • Idealized Influence – Charisma – Degree to which a leader behaves in admirable ways resulting in followers – Displays conviction, takes a stand, and appeals to followers on an emotional level – Clear set of values – Role model – Genuine trust – Solid moral and ethical foundation

Transactional Leadership • Inspirational Motivation – Articulation of a vision that is inspiring and appealing to followers – Challenge followers with high standards, communicates optimism and provides meaning – a sense of purpose – All of this must be supported with strong communication skills – convey message in a compelling and persuasive manner

Transformational Leadership • Intellectual Stimulation – Degree to which the leader challenges assumptions, takes risks and solicits followers' ideas – Leaders stimulate and encourage creativity – Vision provides the framework for followers to see how they connect to the leader, the goal, organization and each other – Gives followers the latitude to accomplish goals

Transformational Leadership • Individualized consideration or attention – Degree to which the leader attends to each follower’s needs – Acts as a mentor or coach – Listens to followers concerns and needs – Respects and celebrates each follower’s individual contribution

Transformational Leadership – Educates the next generation of leaders – Propels followers to further achievement and growth – Two way communication is a hallmark – Mentoring is a key aspect of individualized consideration (Bass 1998)

Transformational Leadership • So, why do we need this style of leadership? • What is the business value? • Why and Business Value: – Organizations are facing a lot of change – Major business challenges facing organizations world-wide – Organizations need to create the right culture to attract and retain

Transformational Leadership – Need to develop our future leaders – Need to develop current leaders – Downsizing taking place resulting in employees that are left doing more with less – Transformational leaders transform organizations and people – Focus on transforming others to help each other – They ask questions and challenge others – Socratic style of teaching

Transformational Leadership • Summary: – Transformational leaders motivate others to do more than they originally intended or thought possible – Set challenging expectations and achieve higher performances – Have more committed and satisfied followers – Empower followers

Transformational Leadership • Summary…………continued — Pay attention to individual needs and personal development – Help followers develop their own leadership skills – Help the organization as a whole navigate through the tumultuous sea of change

Mentoring • Polling Question #2: Which of the following are attributes/skill sets of a mentor?

Mentoring • History of Mentoring – Dates back to Greek Mythology – Homer’s “Odyssey” (Butcher and Lang – 1890) – over 3, 000 years ago – 18 th Century - Five (5) publications on mentoring – Classified as the oldest form of teaching – Last part of the 20 th century Mentoring has gained more prominence in the business world

Mentoring – Mentoring performing a psychosocial function (Kathy Kram – 1983) – “Everyone Needs a Mentor” – David Clutterbuck – 1983 – Research has shown that mentoring is about change, transition and leadership – Shift is to move away from your Boss being your mentor to someone that you do not work with

Mentoring • Role: – Teacher – Guide – Counsellor – Friend – Coach – Advisor – Role Model

Mentoring • Role: – May not be all of the roles at the same time – May not be all of the roles for a particular relationship – Role is usually determined by the relationship and the needs of the protégé/mentee – To develop a trusted relationship – To understand that the relationship is two way – Both will learn from the experience

Mentoring • Role: – Maintain confidentiality – Socratic style of teaching – Develop their Critical thinking skills

Mentoring • Value of Mentoring: – Stronger corporate culture – a mentoring culture – Better positioned to attract and retain – “we support and maintain a mentoring culture” – Employees with mentors make more money, are better socialized into the organization and are more productive – (Wharton Business School) – Employees experience less stress, and get promoted quicker

Mentoring • Value: – Organization sees increased employee engagement and productivity – Positive work culture – a mentoring culture – Benefits of Mentoring – Research Paper by Triple Creek and Associates – (www. 3 creek. com)

Comparison Individualized Consideration • Transformational Leadership: – – Two way communication Psychosocial support Helping Others Follower’s needs for achievement, personal and professional growth • Mentoring – Two way communication – Psychosocial support – Helping Others – giving back – Follower’s needs for achievement, personal and professional growth

Comparison Idealized Influence • Transformational Leadership: – Leader demonstrating what constitutes appropriate behaviour – Respect and Trust – two way • Mentoring – Role modeling – Respect and Trust – two way – Adoption of demonstrated appropriate behaviour

Comparison Inspirational Motivation • Transformational Leadership – Articulation of a shared vision – Motivate and inspire followers – Focus on the future – Enhancing meaningfulness of the work • Mentoring: – Challenging assignments – Self-esteem – Motivation on the personal and professional growth

Comparison Intellectual Stimulation • Transformational Leadership: – Providing intellectual stimulation – Innovative and creative skills – Questioning assumptions – Reframing problems – Critical thinking skills • Mentoring: – Critical thinking skills – Questioning – Reframing – Avoiding public criticism of mistakes – Thinking outside the box

Conclusion • Role for mentoring in leadership development programs (Bass, 1985; Kotter, 1998; Kram, 1985; Yukl, 1998) • Transformational leaders are necessary for sustained organizational success • Mentoring nurtures transformational leadership

Conclusion • There are many similarities in skill sets between transformational leadership and mentoring • Transformational mentoring, “Leader mentoring behaviours that foster the development of transformational leaders” (St. Clair and Deluga – 2001)

Wrap Up • Please feel free to send me any questions that you may have to my email at the end of the presentation • Please take the time to tell us how we did today by completing the evaluation at the conclusion of the presentation • Take time to tour the virtual event • Make sure you join us again at HR. com!

THANK YOU

Talent. C - People Services Inc. 1222 Baird Street North Regina, Saskatchewan Canada S 4 X 3 B 6 President – Doug Lawrence Email: doug. lawrence@talentc. ca Website: www. talentc. ca Phone: (306)924 -2296 Cellular: (306)537 -6759