ASSIGNMENT OVERVIEW:
For this case, you will fully discuss transformational leadership theory, using credible sources to back your work.
CASE ASSIGNMENT:
1.Perform research and describe a team or organization that uses a transformational approach.
2.Compare the transformational environment you outlined above to a non-leadership environment (laissez-faire).
3.What are the key differences between the two approaches?
4.In terms of morale, productivity, and overall commitment, what do you think the key differences are between organizations that use a transformational approach and those with non-leaders?
BACKGROUND & RESOURCES:
Transformational Leadership Model
Transformational leadership theory is one of the most widely accepted and implemented theories in modern leadership. Stemming from Burns’ (1978) seminal work in the field in his book “Transforming Leadership,” the theory described a continuum from the transactional leader (give me this and I will give you that), and the transformational leader (let’s make one another better, and build a better organization together). On the complete opposite side of the continuum from transformational leadership is non-leadership, or laissez-faire leadership.
Let’s spend some time looking at various resources that delve into each aspect of transformational leadership.
Transformational Leadership. Pointing to Mahatma Gandhi as a classic example of a transformational leader, Burns (1978) described a leadership style referred to by Northouse (2018) as “the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower” (p. 176). In making the connection between this type of leadership and Gandhi as an example, Northouse states that “Gandhi raises the hopes and demands of millions of his people and in the process was changed himself” (p. 176).
Review the following passage, available in the Trident Online Library, regarding transformational leadership:
Mesu, J., Sanders, K., & Riemsdijk, M. v. (2015). Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises: The moderating effects of directive and participative leadership. Personnel Review, 44(6), 970-990. doi:10.1108/PR-01-2014-0020
Transformational and Transactional Leadership Factors. The factors above are explained briefly here along with additional resources for a deeper dive.
The first transformational factor, idealized influence, is often referred to as charisma. A leader with idealized influence is often considered “special” and strong in qualities that followers like to emulate. Idealized influence should be used ethically and morally by a leader who does the right thing consistently. Nelson Mandela is an excellent example.
The second transformational factor, inspirational motivation, is embodied by a transformational leader who provides clear communication of his or her high expectations to followers. This type of influence inspires followers to jump on board and work harder than they ordinarily would as they follow a clearly explained vision.
The third transformational factor, intellectual stimulation, inspires followers to dig deep and conceptualize, and try new things. An important characteristic to go along with this factor is insulation from some or all of the consequences of failure. Followers are far more willing to try new things and take risks when they know their leaders will “have their backs” when things do not go as planned.
The fourth and final transformational factor, individualized consideration, is characterized by the leader who listens and cares about the ideas, thoughts, beliefs, and concerns of the individual follower. When followers feel authentic consideration of their individual needs, it inspires them to follow and pursue positive outcomes for the leader and the organization.
The first transactional factor, contingent reward, is the classic example of a transaction. In this case, a reward is contingent on providing something in exchange (effort and productivity). An example of this is the way parents provide an allowance for their children. The children will likely be given a specific list of chores with the promise of a specific allowance once all the tasks are done to the parents’ satisfaction. It is very important to understand that, when we view transformational versus transactional leadership, we must be careful not to consider one of them bad and the other good. A key purpose of this course is to provide you with a toolbox of styles that can be chosen and used based on the situation and the other influences.
The second and final transactional factor, management-by-exception, has two different forms. The first is active, and the second is passive. Active management-by-exception involves watching followers very closely and waiting for them to make a mistake or to violate a rule or regulation. Once this occurs, the active manager-by-exception corrects the behavior immediately. Passive management-by-exception involves far less feedback and correction on a typical day. An example would be a leader that sits down with a follower and provides a negative performance review without having ever brought up any performance issues prior to the review. Both active and passive management-by-exception are primarily negative in nature. While there are definitely uses for transactional leadership (mainly through contingent reward), management-by-exception is rarely the right choice.
Before we move on to non-leadership (laissez-faire), let’s review a few more learning resources from the Leadership Channel and Books 24×7 that help explain transactional versus transformational leadership.
Leadership is More Personal Than Transactional – Leadership Channel
Thompson, K. (2016). Leadership is more personal than transactional. Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library. [Video File].
Transformational and Transactional Leadership
Cameron, E., & Green, M. (2017). Chapter 6 – Transformational and transactional leadership. Essential leadership: develop your leadership qualities through theory and practice. Available in the Trident Online Library.
Non-Leadership (Laissez-Faire). We have all experienced non-leaders in our lives. According to Northouse (2018), this factor of leadership represents the absence of leadership. The leader “abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs” (p. 186).
This excerpt, titled Failure of Confidence, explores the void of leadership in more detail:
Rosenbach, W. E., Taylor, R. L., & Youndt, M. A. (Eds.), (2012). Chapter 25 – The antileadership vaccine: Failure of confidence. In Contemporary issues in leadership (7th ed.) Available in the Trident Online Library.
Leadership Styles and The Tribe: Making Your Own Connections
Now that we have explored style-based leadership, let’s apply that knowledge to The Tribe. This is your opportunity to make your own connections between two major concepts. Rather than providing you with an application of tribal leadership to trait theory, you will look for these links yourself within the SLP as well as both discussion questions for this module.
Cameron, E., & Green, M. (2017). Chapter 6 – Transformational and transactional leadership. Essential leadership: develop your leadership qualities through theory and practice. [Books24x7 version] Available in the Trident Online Library.
Rosenbach, W. E., Taylor, R. L., & Youndt, M. A. (Eds), (2012). Chapter 25 – The antileadership vaccine: Failure of confidence, Contemporary issues in leadership (7th ed.) Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library.
Rubino, L. G., Esparza, S. J., Reid C., Yolanda, S., (Eds.), (2014). Chapter 10 – Transformational leadership: Transformational leadership defined. New leadership for today’s health care professionals: concepts and cases. Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library.
Thompson, K. (2016). Leadership is more personal than transactional. Available from Skillsoft Books (BusinessPro and ITPro) in the Trident Online Library. [Video File].
