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?
