This chapter begins by explaining that transformational leadership approaches also known as the “new paradigm” combine two or more of the leadership theories presented in the last chapter. We learn that the difference between the previous transactional theories and the transformational theories is the source of authority, be it economic or non-economic. Managers partake in transactional approaches- supervision, not leadership and they are based on a contractual relationship between employee and boss. Transformational leadership includes finding followers with potential, satisfying higher needs, and engaging the “full person” of the follower. Transformational is also characterized by the relationship of mutual stimulation and converts followers into leaders and possibly leaders into moral agents.
Do you think that there is a way to connect transformational and transactional leadership? How? Do you believe a “manager” could also use transformational leadership styles?
We were then introduced to James McGregor Burns and Bernard Bass’ beginning research. Bass says that transactional and transformational are not opposite ends, but independent aspects. Bass introduced the MLQ which measures transformational and transactional leaders. He also said that Leaders transform followers from being self-centered to being committed members of the group, and the four dimensions of that process.
Have you been “transformed” or have you helped transform another person? How did the four dimensions come into play in that situation?
We are then walked through seven other approaches. Which one did you find the most interesting or had the best connection with and why? Is there one that you didn’t agree with? Why or why not?
The seventh approach by Marshall and Molly Sashkin called The Visionary Leader-Leadership that Matters is the authors own approach which he sais integrates the various approaches. How do you think the four behavioral dimensions and the three personal characteristic connect to your own leadership or leadership you have witnessed?
Despite the many definitions of leadership, our author states that there are three basic aspects that all transformational approaches have at least one or two of and they are
1. Leader’s personal characteristics (traits)
2. Leader Behavior
3. Situational context of leadership
Our author talks about competencies and lists
1. Communicating a vision
2. Creating empowering opportunities
3. Showing caring and respect for followers
4. Vision
5. Power need
6. Self confidence
7. Context of leadership
He says that they are central to an understanding of transformational leadership. Do you agree? Why or why not?
Although transformational leadership is often glorified into the most effective type of leadership, it is my belief that truly gifted leader is one who can utilize some characteristics of both a transformational leader and a transactional leader. Being a charismatic, inspiring, big picture type of leader (more transformational) has a place, as does getting things done, knowing how to delegate and being more realistic (more transactional). I think that managers have a bad reputation they don't necessarily deserve. There are formal "managers" that are exceptional leaders, even if their primary responsibility is more transactional tasks. I of course have been transformed by phenomenal leaders who inspire me to do my best work, in a timely manner, and genuinely care about my well being apart from the work I contribute. It's important to integrate both the three aspects of transformational leadership approaches and the competencies that those leaders must possess. Especially looking at the list of competencies, I agree that each is necessary (to different degrees for different people) for a truly transformational leader.
ReplyDeleteI definitely think transactional and transformational leadership can be connected. It is very possible in a contractual relationship, such as manager and employee, to go further than acting in those leader/follower roles. Not only is it possible for the two types of leadership to be connected, but I believe it happens often. Think about a superior training a follower to move up in a company or organization. They might teach them skills that are not required for their current position, but could be useful to them in the future. This can also be seen when a leader develops closer relationships with followers who have greater potential.
ReplyDeleteI'm sure I have been "transformed" at some point, but cannot think of a specific example. I have found myself in plenty of groups or organizations that I have felt very little commitment to and little motivation to help the group along. I guess one example of that could be the honors program right now. I am a member, but do little to be involved and help the group out. In some situations like this a leader has used the dimensions to either make me more motivated or attempt to make me more motivated. One of the dimensions that I have seen a lot is when a leader does the 4th dimension inspirational motivation, when the leader articulates a vision and displays optimism and confidence that vision will be achieved.
Of the 7, i find the last one, the visionary leader by marshall and molly sashkin the most interesting. It reminds me a lot of communication theories that talk about gaining credibility with an audience in communication, acting credible, and acting confident. I agree that it takes all eight aspects of their theory to make an effective leader.
In that same theory, I believe that the first four aspects of communication leadership, credible leadership, caring leadership, and creative leadership are seen most often. Professors in a classroom come to mind when thinking about communication and credible leadership because they must be clear and be seen as a good source for that information by their students. I have seen caring leadership in a job setting where people in a workplace attempt to have relationships with other employees, even if they are competitors or don't approve of how the other is working. The book uses the example of remembering birthdays, and I agree that in a workplace everyone seems to celebrate a person's birthday, whether they are actually close friends, or just coworkers.
Simply focusing on either transformational or transactional and try to employ a decent experience of leadership would be difficult. Combining supervision with seeking followers is a perfect duo that can lead to a promotion of working with others, top down communication, and a positive leadership plan. Managers need to put the creativity in the hands of their employees and in doing so, this would foster an improved motivation in the workplace. Telling employees what to do and how to do it is often times not the most appropriate form of leadership.
ReplyDeleteMy old boss transformed me in a unique way. All factors aside, the most important thing he ever did for me was care about me on a personal level. One time I put a Facebook status about having too much to drink the night before and I received an email about him being a recovering alcoholic. Never before have I had that bond with a supervisor. Actions like that motivate me to follow through with that in my own life and explain why I want to present a positive image to others.
I agree with Zach in saying that vision is important. Having an end goal is critical to a leadership strategy.
I also agree with the author. The only one that could be misunderstood is need for power. Regardless, I still find all of these present in TKE throughout the various executive board positions.
I believe that integrating transformational and transactional leadership is a common occurrence. I think that transformational leadership lends to the more emotional and relationship side of being a leader. It takes into consideration the personality type that a leader is working with. Transactional focuses more on tasks. I think that using both together develops the best kind of leadership style. I think that many managers do in fact utilize both forms of leadership. I think that the transformational aspects help motivate individuals to complete more transactional tasks.
ReplyDeleteI feel that a personal experience where I have been transformed would be through volunteer work. I think that some of the programs that I have participated in have helped me to see outside myself and develop my skills through interactions with others. I would view the fourth aspect inspirational motivation as an important source in having influence on transforming me in this instance. I was motivated and moved by the work that I took part in because I felt that I was truly positively impacting someone else's life.
Out of the seven I would agree and say that the visionary leader is most important because it helps inspire others to participate in the leadership process. It engages all and helps bring an idea into life.
The author outlines that it is important to share your vision with others so that they can eel empowered to make an impact. Communication is important in assuring that your vision is carried out so it is a necessary and vital part in being a good leader. I think that any group project is evidence of this because success is stiffeled when not all members are on the same page.
I think there is a way to connect transformational and transactional leadership. If the manager were to focus on the assets of his co-worker … he would be better suited in the long run than to focus on the co-worker doing mediocre on ALL tasks. It will need to be a trusting relationship. The manger must trust that his co-worker is doing all that he can to succeed and the co-worker must trust his manager that he isn’t “getting hard on him” if he (the co-worker) isn’t working to his full potential. It’s all in the act wanting to succeed.
ReplyDeleteI have never been one to be “self-centered” in any group I’ve gotten to partake in. I am usually behind the scenes and don’t expect much recognition. I have, however, had to bring people down to a normal ego when their success got in the way of being a committed member of the group. I agree with Maura about inspirational motivation has come into the greatest play for situations such as mentioned above. When the followers realize the leader has a determined goal and vision – they will likely (hopefully) contribute all they can to help the leader achieve the goal.
Of the seven competencies, I agree with Maura and Zach about vision being the most important. A leader must have a very clear mindset as to what he wants to see get accomplished. If he isn’t even sure what the overall goal is – how will the followers know either?
I have to agree with the author about the competencies are the most important. Without communication – nothing can get effectively accomplished. I have learned this from years of experience. It’s impossible to get things accomplished in a timely manner along with it being as stress-free as possible. It will never work. When everyone in the group feels like they belong and are appreciated, there is a much greater sense of compatibility and community. Everyone tries to succeed to their greatest potential when they actually WANT to see their groups do well. If you just feel left on the backburner and you don’t think the group would even notice if you weren’t at the meetings – then why would you want to help the project succeed? Respect amongst the group will make it feel like a complete unit. Any disrespect amongst members will create tension and inevitably disband the group. When the group, as a whole, has a vision – more often than never will the group want to work together to accomplish said goal. The position of the leader in a group such as this is his/her level of power. Although people may have higher positions within the group that may make it seem like they have a greater deal of power – all should be treated equal so we can maintain the feeling of a single unit. You, yourself, have to have self-confidence in your job title. If you don’t feel that you can take on a large task … admit it to yourself and move on. Your group mates will respect you more and you will feel better about the situation.
I agree that it is most certainly possible for a leader to connect transformational and transactional qualities. When I worked at Culvers in high school, some of the closest relationships I made were with the managers. In fact, one of my best friends is going to stand up in a managers wedding. In this circumstance, friendship with the managers has extended outside the work place even though I knew them as a "boss" before we were friends. I know 2 specific managers with whom I were my superior at work but also my friend.
ReplyDeleteI do not recall a time when I was "transformed" or know anyone who was.
I agree with Maura about liking the visionary leader. Maybe it is because we are both communication majors so that is what we are farming with but I also found some of the same similarities with credibility.
The essential aspects and competencies listed by the author definately makes sense to me. I think for effective leadership, every single aspect of the situation needs to be taken into consideration. Characteristics, behavior and context are essential to leadership in general. Moreover, vision is very important for a good leader.
I do think there is a way to connect these two theories of leadership. First, I believe there are specific times and places where these two types of leadership work best. For example, mentorship may be considered a form of transformational leadership. For followers seeking this sort of relationship with their supervisors, transformational leadership may be the best way to motivate a said follower. However, if an employee has no interest in assuming a cooperative relationship, transactional leadership may be more productive. Transactional leadership will allow a strictly professional and less immediate relationship between leaders and followers in the workplace.
ReplyDeleteThis type of transformation lies at the heart of campaign volunteer training. In 2008, I was motivated by the charisma of the new OFA movement, encouraged to share the vision with other constituents in the community, taught strategies to convey empathy and compassion toward potential voters, and inspire individuals to make the “right” decision on election day. These lessons directly relate to the four dimensions outlined in Chapter 8. With this, I was able to share the lessons I learned from campaign staff in 2008 with a new group of volunteers and voters during the 2010 midterm elections. This type of leadership was imperative to the success of our volunteer recruitment and training strategy during the entire election cycle.
I particularly enjoyed “How Leaders Build Culture” by John Kotter and James Heskett. More specifically I align my vision of leadership with the action strategies identified by this model. “Creation of the need for change, development of a direction-setting vision, broad-based communication of the vision, and encouraging subordinate managers to take leadership action to implementation. These four steps are crucial may be considered crucial in implementing an effective voter outreach strategy. They are clear, efficient, and focused on the people involved rather than simply the tasks at hand. Because each of the additional sections included empowerment of followers, as well as a high value for communicating shared vision, and trust , I cannot say I found a leadership structure in this section I disagreed with.
Communication, trust building, caring, and creating empowering opportunities are all extremely important behaviors in my definition of effective leadership. Particularly, I tend to focus on the behavior or trust building, to motivate, empower, and lead others toward success. I believe that this behavior is often overlooked, and thus underutilized in personal leadership. For me, even if I am working with an organization that lacks organization, collective vision, or other essential aspects, trust can hold an group together and move their objectives forward. I believe it is crucial for there to be a trusting relationship established between leaders and followers because without trust, there is no underlying driver to keep the relationship together. With this, the characteristics identified, self-confidence, empowerment, and vision are also essential to my definition of leadership. Of these, I believe empowerment is the most crucial. Empowering relationships help followers feel as though they are part of something greater than the task assigned. Empowerment instills a greater sense of self among followers, and helps with motivation when demands seem unbearable.
At this point in the chapter, I feel as though the author had laid out a set of arguments that are extremely solid, and almost impossible to refute. The above characteristics are, in my mind, obvious and essential to effective leadership and thus I would agree with the author’s conclusion. I believe these are themes that are able to be broadly applied to a variety to different leadership contexts, personality characteristics, and situations. They have been integrated in almost all of the theories we have read about and are, in my mind, an important list to consider when drawing conclusions on effective leadership.
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ReplyDeleteI would also have to agree and say that there are certain times were transformational and transactional leadership can be merged. To gain a relationship with a manager a person must have trust and respect. A great way to gain trust and respect is by being friends with them. Transformational leadership is more about gaining the relationship with the manager rather than just being a worker.
ReplyDeleteBeing a tour guide trainer I use the transformational style often. I train the new worker what to talk about, what buildings to show, and how to walk backwards, but I also train them in being able to engage an audience and interact with other people. Charisma is very important for this job, it helps people understand and become interested in what I have to say. It is important that all the tour guides not only can give the facts but keep the tour fun and really get to know that families, this can only be achieved through transformational leadership.
I too, like many others, think that vision is vital for a leader to have. Without having a vision it would be hard for the followers to follow and understand where they should be focusing.
I agree with the author and think that it these aspects help to better understand transformational leadership. All of the aspects that he points out are all important and play a vital role in this leadership style. We have talked about a leader having many of these qualities in class so I think that is even more of a reason to agree with the author.
I think transformational and transactional leadership can connect when working in a business environment. While being a manager, or supervisor, you can also provide the transformational leadership values by seeing the potential in your employees and developing relationships with them to encourage them to reach their full potential.
ReplyDeleteI believe I have been transformed at my place of work. I used to do my work and only to the extent of which I needed, so I could finish my projects more quickly. After working there for about a year, a co-worker helped me to realize that if I go a bit further with some of my work it can make a big difference to others, even if it doesn't benefit me. After seeing my department as a whole, and experiencing work in the different sections of the department, I see how I can benefit the team so we are able to all finish projects more quickly, and be more efficient. I think the first dimension came into play as my co-worker gave me a great sense of the purpose of the work I do and how I can help others with doing more. The second came as she demonstrated her concern for others when working together. The third came into play when looking at problems that could be avoided if I did a little more, and the fourth dimension as we developed a vision of working efficiently with each other.
I liked Conger and Kanungo’s approach, since it went with the idea that the distinguishing character lies in the perspective from which leadership is seen. I think that people always have different perspective, and how they see the leader determines how they will be lead. I think all of the approaches hold some truth to them, so I don’t think there is one that I absolutely disagree with.
When leading, I feel like I frequently provide analogies and metaphors to explain what I’m trying to convey, so I think communication leadership definitely connects to my leadership.
I believe that all of those are an aspect to an understanding of leadership, but maybe not all of them are central aspects. I don’t think power need is central, as not all leaders do feel that need, but it may be close to central, as they may need power in some cases to lead.