Transformational Leaders

Transformational Leaders

Transformational Leadership Britt Andreatta, Ph.D. History Most modern theory ~ seen as best fit for todays businesses Considers leadership in terms of the influence or effects that leaders may have on followers

Effective leaders create and promote desirable visions of the organization (includes perceptions, attitudes, commitments) Leaders are change-oriented Generate more creative solutions to problems Respond more quickly to changes in environment or to mission Transformational Leadership

Restore in organization a sense of meaning and purpose Projects confidence and commitment to followers Facilitate the emergence of leadership latent within organization Attract new personnel of higher quality Demonstrate more effective delegation Challenge people more fully

Concerned with doing the right thing 5 Step Agenda 1. Create readiness for change by focusing attention on the unsatisfactory aspects of the organization 2. Overcome resistance by using non-threatening approaches to introduce change

3. Articulate a vision by combining rational reasoning and symbolic imagery 4. Generate commitment 5. Institutionalize commitment Four Is of Model 1. Individualized Consideration develops associates to higher levels of ability and potential

2. Intellectual Stimulation enables associates to think about old problems in new ways 3. Inspirational Motivation communicates high standards of performance to associates 4. Idealized Influence Associates share complete faith and trust in their leaders Conditions for TL Organizational crisis is likely to encourage

transformational leadership because followers expect leader to take strong action Turbulent conditions, uncertain environments, rapid changes, especially in technology Need to be innovative to remain competitive Have employees/volunteers who are not being used to their full potential (might see high turnover because of this) Confronted with extremely difficult, complex

problems 5 Exemplary Practices Jim Kouzes & Barry Posner

Research-based model Strong reliability and validity Found 5 practices common to all ages, ethnicities and fields Read more in > The Research Conducted research 4,800 individual cases,

plus 350,000 surveys, and 325 studies They asked: Think about a time you were at your personal best as a leader What were the key actions and behaviors you took as the leader that made a difference? Found 5 exemplary practices The 5 Practices of Exemplary Leadership

Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart Challenging the Process Innovating Initiating

Making opportunities for change Mistakes are seen as opportunities for growth Inspiring a Shared Vision Looking to the future Dreaming of new possibilities Giving direction and purpose to org Sharing vision with others

Enabling Others to Act Recognize you need others Create atmosphere of mutual trust and respect Create cooperative goals Cultivate new leaders by giving them leadership opportunities

Modeling the Way Have a set of standards and values Be clear about your own values Be consistent with your words and actions Help others to see possibilities Encouraging the Heart Set high expectations for self and others Encourage others to contribute

Give clear direction, substantial encouragement, and meaningful feedback Celebrate individual and team accomplishments

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