Transformational leadership

Transformational

a presentation brought to you by:

Sherry Perkins

The Secret Behind

Leaders

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Sherry Perkins

•M.A. Organizational Development •30 Years Experience •Technology/Management/HR •Business Owner •Chair Waco WIB Alliance •SCORE Counselor •UOP Management Instructor

Vice President Enterprise Solutions

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Objectives:

• Review Historical Leadership Patterns and Trends • Define Transformational Leadership • Isolate the Characteristics/Behavioral Patterns that

Typify This Leadership Style • Discuss Environments Best and Least Suited for

Various Leadership Styles • Suggest Strategies for Building Transformational

Leaders

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Discussion Questions

1. What are the signs that leadership is present? 2. Can individuals be trained to be leaders? 3. Is it more difficult to transition into or out of a

leadership position or role? 4. What are the top three most difficult challenges

that leaders face? 5. Is it more difficult to be a manager or a leader? What is the basis for your selection?

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Leadership Definition • The activity of leading a group of people or an organization. Leadership involves (1) establishing a clear vision, (2) sharing that vision with others so that they will follow willingly, (3) providing the information, knowledge, and methods to realize that vision, and (4) coordinating and balancing the conflicting interests of all members and stakeholders.

• Unlike management, leadership cannot be taught, although it

may be learned and enhanced through coaching or mentoring.

http://www.businessdictionary.com/definition/leadership.html#ixzz2EreBhBfu

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http://www.businessdictionary.com/definition/activity.html

http://www.businessdictionary.com/definition/leader.html

http://www.businessdictionary.com/definition/organization.html

http://www.businessdictionary.com/definition/provider.html

http://www.businessdictionary.com/definition/information.html

http://www.businessdictionary.com/definition/knowledge.html

http://www.businessdictionary.com/definition/method.html

http://www.investorguide.com/definition/interest.html

http://www.businessdictionary.com/definition/member.html

http://www.businessdictionary.com/definition/stakeholder.html

http://www.businessdictionary.com/definition/management.html

http://www.businessdictionary.com/definition/coaching.html

http://www.businessdictionary.com/definition/mentoring.html

http://www.businessdictionary.com/definition/leadership.html

http://www.businessdictionary.com/definition/leadership.html


The Leader Versus Manager

• Change • Shapes Culture • Vision • Sets Direction • Passion • Transformational • Breaks Rules • Uses Conflict • Takes Risks

Leader Manager • Stability • Enacts Culture • Objectives • Plans Details • Control • Transactional • Makes Rules • Avoids Conflict • Minimizes Risks

http://changingminds.org/disciplines/leadership/articles/manager_leader.htm 4


Are You Developing Managers Who Can Lead?

DecisionWise, Inc. 2010. Retrieved from http://www.decision-wise.com/leadership-development.html

Most companies are Over-managed and

Under-led.

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2009 Global Top 25 Companies for Leaders • IBM • Proctor & Gamble • General Mills, Inc. • McKinsey & Company • ICICI Bank Ltd. • McDonald’s Corporation • General Electric Company • Titan Cement Company • China Mobile Communications

Corporation • Hindustan Unilever • Natura Cosmeticico S.A. • Colgate Palmolive

• TNT N.V. • Deere & Company • Whirlpool Corporation • 3M Company • Cargill, Incorporated • Olam International • Eli Lilly and Company • PepsiCo, Inc. • American Express Company • Lockheed Martin Corporation • Intel Corporation • Infosys Technology • FedEx Corporation

Hewitt Associates, The RBL Group and Fortune, December, Retrieved from http://wwwlgreatleadershipbydan.com/2009/12/2009-global-top-companies-leaders.html

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2009 Global Top 25 Companies for Leaders • IBM • Proctor & Gamble • General Mills, Inc. • McKinsey & Company • ICICI Bank Ltd. • McDonald’s Corporation • General Electric Company • Titan Cement Company • China Mobile Communications

Corporation • Hindustan Unilever • Natura Cosmeticico S.A. • Colgate Palmolive

• TNT N.V. • Deere & Company • Whirlpool Corporation • 3M Company • Cargill, Incorporated • Olam International • Eli Lilly and Company • PepsiCo, Inc. • American Express Company • Lockheed Martin Corporation • Intel Corporation • Infosys Technology • FedEx Corporation

Hewitt Associates, The RBL Group and Fortune, December, Retrieved from http://wwwlgreatleadershipbydan.com/2009/12/2009-global-top-companies-leaders.html

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“The Quality of Leadership, more than any other single factor, determines the success or failure of an organization.”

Fred Fildler and Martin Chemers

Ken Nowack. (2006) Emotional Intelligence: Leaders Make a Difference. HR Trends, 17,40-42. Taken from http:// results.envisialearning.com

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Leadership Styles (Chat) – Name a Couple

• 1. • 2. • 3. • 4.

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Leadership Styles

• Authoritarian (autocratic)

• Participative (democratic)

• Delegative (laissez-faire)

• Situational • Servant • Transactional • Transformational

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The Evolution of Leadership

• Authoritarian (tops down) • Centralized Leadership • Individualized Leadership • Leader-Based • Task-Focused • MBWA (Management by Walking

Around) • Singularity of Perspective • Goal-centric

Past Present • Participative ( Shared) • Matrix/Open Systems

Collaborative • Group or Team Leadership • Culture or Values-Based • Knowledge-Focused • Virtual Offices/Global Work

Setting • Multi-cultural, Multi-valued,

Multi-generational • Transformative

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Sign of the Times (Chat)

• Adversarial Relationships • Bureaucratic Organization • Autocratic Leadership • Centralized Control

• Autocracy • Conformity • Compliance • One-Way Communications • Compartmentalization

Industrial Age Information Age • Cooperative Relationships

• Team Organization • _________ • Autonomy with

Accountability • Democracy • _________ • Initiative • Networking • _________

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Sign of the Times

• Adversarial Relationships • Bureaucratic Organization • Autocratic Leadership • Centralized Control

• Autocracy • Conformity • Compliance • One-Way Communications • Compartmentalization

Industrial Age Information Age • Cooperative Relationships

• Team Organization • Shared Leadership • Autonomy with

Accountability • Democracy • Diversity • Initiative • Networking • Holism

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High People – Low Task

Country Club

Low People – Low Task Impoverished

Low People – High Task Authoritarian

The Managerial Grid Robert Blake and Jane Mouton, 1985

Task

P e o p l e

High People – High Task Collaborative Leader

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Generational Leadership (Traditionalist/Boomers )

Worker Traits Their Leaders • Pride in workmanship • Integrity • Obedience • Patience • Work ethic (long hours,

hard work, and completed tasks)

• Work defines the person • Company loyalty • Stability, upward mobility

• Strong, firm leadership • Autocratic (single

headship) • No mixed messaging • Inter-personal

communication • Talk first – email second

Patrik Malmquist 04/2011,www .applitude.se/2011/04/ the-evolution-of-leadership-styles/

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http://www.applitude.se/2011/04/


Worker Traits Their Leaders

Patrik Malmquist 04/2011,www .applitude.se/2011/04/ the-evolution-of-leadership-styles/

Generational Leadership (Gen-Xers)

• Family-oriented • Work/Life balance priority • Mission focused; not clock

focused • Impatient; quick learners • Want to be taken seriously • Prefer time off rather than

money • Always looking for a work-

around • Not particularly trusting • Loyal to self and family

• Flexible • Attentive • Use technology well • Good communicators: Check for

understanding • Establish expectations • Don’t expect them to “Read

Between the Lines”

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http://www.applitude.se/2011/04/


Can Do and Wants

To Do (Empower)

Can’t Do But Wants To Do

(Train/Coach)

Can Do But Doesn’t Want To Do

(Inspire/Motivate)

Can’t Do/Doesn’t Want To Do

(?)

Situational Leadership Model Paul Hersey and Ken Blanchard, 1960’s

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Transformational Leader

Individualized Consideration

Intellectual Stimulation

Inspirational Motivation Idealized Influence


James MacGregor Burns, 1978, followed by Bernard M. Bass, 1985

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A New Kind of Leader “Transformational Leader”

• Introduced by James MacGregor Burns, 1978

• Marked by: – Strong Emotional Intelligence – Willingness to Take Risk – Focus on higher purpose, elevated

thinking (Perhaps a spiritual tone) – Ability to transform even as they

work to transform the organization. (“Let’s grow together”)

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Definition “Transformational Leader”

• Components : – Inspirational Motivation (Charisma; Inspires engagement, commitment) – Intellectual Stimulation (Creativity

and Independent Thinking) – Individualized Consideration

(Respect for Individual Needs – “no one-size fits all”)

– Idealized Influence (Practices Ethics; Instills pride and trust; appreciates core values)

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Where Does Transformational Leadership Fit?

Transformational

Servant

Autocratic

Participative

Situational

Transactional

Laissez-Faire

Motivated, Engaged Workforce

Team is a “Good Fit” Strong Emotional

Maturity

Innovative, Risk-Taking

Learning Organization

Open-Systems Environment 21


Open-Systems Team Model (Pre-requisites)

Dr. Oscar Mink, Open Organization, 1979

Effective Communications

Clearly Understood Goals Member Authority and Accountability

Equal Reward for Team versus Individual Achievement

Decision Level at Lowest Level of

Competency

Members Who Are Capable and

Committed

Inspire Continuous Learning

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Argyris, C. (1978)

Double-Loop Learning

Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html. 23


10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

Occupational Interests Enterprising

Financial/Admin People Service

Technical

Mechanical

Creative

Are they motivated by this kind of work?

Will they be comfortable in the job environment?

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

Behavioral Traits Energy Level

Assertiveness

Sociability

Manageability Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

Can they cope with the mental demands?

Thinking Style 10 9 8

7

6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability Numeric Reasoning

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10

CHARACTERISTICSScale 1

DRIVERScale 2

EXPRESSIVEScale 3

AMIABLEScale 4

ANALYTICALBehavioral Patterns Direct/Controlling Direct/Supporting Indirect/Supporting Indirect/ControllingPace Faster/Decisive Faster/Spontaneous Slower/Relaxed Slower/Systematic

Priority Task/Result Relationship/Interaction Relationship/ Communication Task/Process

Fears Being Taken Advantage of

Loss of Social Recognition

Sudden Change, Instability

Personal Criticism of their work

Gains Security Through Control Leadership Playfulness

Others' Approval Friendship, Cooperation Preparation, Thoroughness

Measures Person's Worth By

Quality or impact of Results, tracks records and process

Acknowledgements Applause Compliments

Compatibility with others, depth of contribution

Precision, Accuracy Quality of Results

Internal Motivator "Win" "Show" "Participation" "Process"

Appearance Businesslike, Functional Fashionable, stylish Casual, conforming Formal, conservative

Workplace Efficient Busy Structured

Interacting Busy Personal

Friendly Functional Personal

Formal Functional Structured

COMMUNICATION STYLES

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INDIVIDUAL FOCUS Atmosphere for

Individual Growth Emphasis on Balanced

Lifestyle People are Valued

TEAM Team Mentality

Open Communications Mutual Trust Among

Stakeholders

RESOURCES Sufficient Financial

Resources

CULTURAL MINDSET Freedom to Make Decisions Supportive Governing Board

Atmosphere Encourages Risk-Taking Commitment to Broad Mission

Effective Work Environment

Behaviors and Effective Work Environments, Dissertation , http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf

By Robert K. Greenleaf (1977)

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http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted







Effective Work Environment

Behaviors and Effective Work Environments, Dissertation , http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf

By Robert K. Greenleaf (1977)

INDIVIDUAL FOCUS People are Exploited

TEAM Strong Prejudices Excessive Internal

Competition Extreme Conflict

Centralized Power in a Few

RESOURCES Insufficient Financial

Resources Profit-driven

CULTURAL MINDSET Top-down Decision-making

Hierarchical Fear of Authority

Rigidity Focus on the Rules

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The Charismatic Leader

• 40,000 manager-leaders assessed for their leadership charisma

• …by almost 400,000 ‘Direct Reports’

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• Visionary • Power • Control • Charisma

Leader Focused

• Trust • Empowerment • Evolving • Transforming • Spiritual Component

Miller, M. (2007, October). Transformational leadership and mutuality. Transformation 24(3), 180-192. Colbert, A.E., Kristof-Brown, A.L., Bradley, B.H. & Barrick, M.R. (2008). CEO transformational leadership: The role of goal importance congruence in top management teams. Academy of Management Journal 51(1), 81-96. Weiner, E.J. (2003). Secretary Paulo Freire and the democratization of power: Toward a theory of transformative leadership. Education Philosophy and Theory 35(1), 89-106

People Focused


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Checkpoint 360 Universal Competencies & Skill Sets (Poll)

Communication: • Listens to Others • Processes Information • Communicates Effectively Leadership: • Instills Trust • Provides Direction • Delegates Responsibility Adaptability: • Adjusts to Circumstances • Thinks Creatively Relationships: • Builds Personal Relationships • Facilitates Team Success

Task Management: • Works Efficiently • Works Competently Production: • Takes Action • Achieves Results Development of Others: • Cultivates Individual Talents • Motivates Successfully Personal Development: • Displays Commitment • Seeks Improvement

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Communication: • Listens to Others • Processes Information • Communicates Effectively Leadership: • Instills Trust • Provides Direction • Delegates Responsibility Adaptability: • Adjusts to Circumstances • Thinks Creatively Relationships: • Builds Personal Relationships • Facilitates Team Success

Task Management: • Works Efficiently • Works Competently Production: • Takes Action • Achieves Results Development of Others: • Cultivates Individual Talents • Motivates Successfully Personal Development: • Displays Commitment • Seeks Improvement

Which Competencies Coincide with Transformational The Leadership Style?

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Take a CheckPoint 360 Leadership Survey on Us.

How Would you Rate As A Transformational Leader?

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Critical Checkpoint Competencies / Skills (Transformational Leadership)

Communication

Production

Relationships Development of Others

Personal Development

Adaptability

Listens Communicates

Takes Action

Cultivates Talents Motivates

Displays Commitment Seeks Improvement

Thinks Creatively

Facilitates Team Success * Builds

Personal Relationships

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Anonymous & Confidential

Anonymous & Confidential

Each Leader/ Manager

‘Self’

‘Boss’

Peers

Direct Reports

Feedback is Critical

Clients Partners

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Are You a Transformational Leader? (Poll)

1. Absolutely 100%

2. I’m more than half way there. 3. I don’t know. I’d like to participate in a Checkpoint 360 leadership survey and feedback on my transformational leadership skills.

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