Transformational Leadership Feel the Burns Back in 1978

Transformational Leadership

Feel the Burns… • Back in 1978, James Mac. Gregor Burns published a leadership book describing several different types of leaders and leadership styles. But the most important style that Burns identified within his leadership theory was the transformational leader. http: //www. nytimes. com/2014/07/16/us/james-m-burns-ascholar-of-presidents-and-leadership-dies-at-95. html? _r=0

Transformational Leaders • The theory behind transformational leaders is based on the hypothesis that leaders can exploit a need of the follower. These particular needs are not based on quid-pro-quo transactions (where you give something and get something in return), but higher order needs. These needs are those of the total person and are closely aligned with the internal motivational factors of the follower. http: //www. haroldloren. com/the-motorcyclediaries/2015/12/24

Transactional Leaders • The transactional leadership style is based on the hypothesis that followers are motivated through a system of rewards and punishment. The transactional leader's view of the leader / follower relationship is one of “quid-pro-quo” – or this for that. If the follower does something good, he/she will be rewarded. If the follower does something wrong, he/she will be punished.

The Spectrum • So at one end of the spectrum we have transactional leaders that are making many "deals" with those being led. On the other end of the spectrum we've got transformational leader that are looking to satisfy a greater need of an individual.

Laissez Faire Leaders • There was another leadership dimension later recognized by experts the laissez faire leader. This type of leadership allows for complete permissiveness and the group often lacks direction because the leader does not help in making decisions. Working for a laissez faire leader gives the followers many opportunities to make decisions. However the lack of direction can lead to anarchy if it is allowed to remain in place for an extended period of time.

Amoral Leaders • For Burns, the amoral leader was not really a true leader at all. To be a leader, a person must be able to satisfy the motives of others. That is, the leader must find common ground with the followers and thereby help motivate them to action. • "power wielders" • were primarily interested in satisfying their own needs • For example, a power wielder might rule through fear rather than using charisma or other forms of influence. • Such leaders did little to build any association between them and their followers. Unfortunately, amoral leadership continues to exist even in today's world.

Who are amoral leaders? • Turn to a neighbor and brainstorm some possibilities. • Sometimes it is a matter of opinion due to politics, religion, race, etc.

1. Challenge the process - First, find a process that needs to be improved the most. In other words, find something that needs to be changed. • • The more clearly a leader can demonstrate that something needs to be changed, the easier it will be to convince others of the need. The need for change can encompass behavior (how people act and treat each other), performance (how well one does something) and structure (the need or lack of need for certain departments).

2. Inspire a shared vision - Next, share your vision in words that can be understood by your followers. Create a partnership with those involved so that they can see why the change is needed and how the change affects them. Demonstrate the need for the change in a way that hits home with others as personally as possible. • • A leader needs to be able to communicate effectively with the followers so that they see the need for change. If a leader can show it personally affects the followers, it will be more effective.

3. Enable others to act - Give them the tools and methods to solve the problem: what specific steps must be taken to achieve the goal. Lay out a specific plan of action and let each person know individually what he or she must do to make the change happen. • • Leaders must make it clear what each person needs to do and what specific steps each person needs to take to accomplish the goal.

4. Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do; a leader shows that it can be done. It is easier (and morally right) for the leader to demonstrate how to make the changes that are needed. As Gandhi said, “Be the change you want to see in the world. ” • • A leader will work side-by-side with the followers both instructing and inspiring them as they go about making the required change.

Four Characteristics of Transformational Leaders • Idealized influence • Inspirational Motivation • Intellectual Stimulation • Individualized consideration

Transformational leaders strive towards creating such a state of idealized influence by: • • articulating a vision and explaining how to attain the vision in an appealing manner • • leading by example • • acting confidently and optimistically • • sharing risks with followers • • emphasizing values and reinforcing them by symbolic actions • • displaying a high level of ethical and moral conduct

The major characteristics of inspirational motivation leadership include: articulation of a clear and appealing view of the future • • development of a shared vision in both economic and ideological terms so that the followers see meaning in their work • • making sure of each follower’s role in the fulfillment of the shared vision, and setting high standards for the followers to attain objectives • • encouraging followers to integrate and become part of the overall organizational culture and environment • •

Challenges of Inspirational Motivation • The major challenges however relate to: • • persuading followers to transcend their own interests for the collective team or organizational interest when required • • countering the followers’ emotional resistance to change

Intellectual Stimulation • • fostering a climate that favors critical examination of commonly held notions, beliefs, and the status quo • • creating an environment conducive to the creation and sharing of knowledge • • encouraging innovation and creativity • • heightening sensitivity to environmental changes • • encouraging the suggestion of radical and controversial ideas without fear of punishment or ridicule • • empowerment and imposition of the leader's idea only in the absence of viable ideas from the followers

A transformational leader applies such individual considerations by: listening to each follower’s needs and concerns • • expressing words of thanks or praise as a means of motivation • • making public recognition of achievements and initiatives • • making private notes of congratulations to boost self confidence • • ensuring fair workload distribution • • undertaking individualized career counseling and mentoring • •