Group Members: ANG RUEY ZHOUPUVANINTHIRAN A/L KESAVAN CHUA HOOI KANG FARHAN NAZMI BIN YUSOF MOHD RIDZWAN BIN MOHD YUSAK DING TAI CHEAN
Abstract
This presentation contains the following contents The definition of transformational leadership and
transactional leadership. The behaviors of transformational leadership and transaction
leadership had also included in this presentation Finally, several research methods that used to study on
transformational leadership also had included in the last part of the presentation. The research methods included laboratory experiments, field experiments, survey research, Descriptive and comparative studies, and Intensive Case Studies.
Transformational Leadership
Transforming Leadership
Appeals to the moral values of
followers to raise their consciousness
Transactional Leadership
Appealing their self-interest and
exchanging benefits.
May involve values relevant to the
exchange process – honesty, fairness &
responsibility
VsBurns (1978)
Burns also identified a third form of leadership influence based on legitimate authority and respect for rules and tradition.
Bureaucratic organization emphasize this form of influence more than influence based on exchange or inspiration.
• Bass (1985), transformational leader motivates followers by:
1)making them more aware of the importance of task outcome2) inducing them to transcend their own self-interest for the sake of the organization or team3) activating their higher-order needs
Followers feel trust, admiration, loyalty and respect toward the leader, they are motivated to do more than expected.
•Transactional leadership involves an exchange process that may results in follower compliance with leader requests but is not likely to generate enthusiasm and commitment.
Transformational Behaviors
•Arouses strong follower emotions and identification with the leadersIdealized
influence•Increases follower awareness of
problems•influences followers to view problems
from new perspective
Intellectual stimulation
•Providing support, encouragement, and coaching to followersIndividualized consideration
Inspirational motivation
communicating an appealing vision and using symbols to focus subordinate effort
Transactional Behaviors
•Clarification of the work required to obtain rewards
•Use of incentives and contingent rewards to influence motivation
Contingent reward
•Use of contingent punishments and corrective action in order to get standard performancePassive management by exception
•Looking for mistakes and enforcing rules to avoid mistakeActive management by exception
• New versions of theory also include laissez-faire leadership. - show passive indifference about the task and subordinates (e.g. ignoring problems, ignoring subordinate needs)- absence of effective leadership
Influence Processes•Involves Internalization – e.g. Inspirational vision
•Increase Intrinsic Motivation
•Involves Personal Identification
•Transformational Behaviors – e.g. Inspirational
Motivation & Individualized Consideration
•Intellectual Stimulation
Facilitating ConditionsDoes not specify any condition irrelevant or
ineffective.Some aspects of transformational leadership are
relevant but NOT goes to universal relevance.Situational variables.More important in dynamic & unstable environment.Traits and values of followers
Primary Types of Research on the Theories
Survey Research
Used more often for research on transformational and charismatic leadership.
Developed several different questionnaires. Multifactor Leadership Questionnaire (MLQ)
- Used for research on transformational leadership.
- Measure the leadership effectiveness based on seven factors related to transformational leadership.
Cont…
Meta-analysis Statistical technique by combining the findings
from independent studies. Lowe, Kroek, Sivasubramaniam (1996) conducted
meta-analysis by combining 39 studies using MLQ. To examine the general relationship of
transformational and transactional leadership and to measure the leadership effectiveness.
Transformational leadership was significantly related to some measures of leadership effectiveness.
Laboratory Experiments
Kirkpatrick and Locke (1996)Investigate the separate effects of three
leadership behaviorVisioningCommunicatingClarifying
Field Experiments
Barling, Weber and Kelloway (1996)Conducted in a bank.
One group trained to use more intellectual stimulation and individualized cosideration.
The results : High organizational commitment.Personel loan sales by employees is more
better.
Cont…
Dvir, Eden, Avolio and Shamir (1999)Use transformational leadership in Israeli
Defense Force (IDF).Some of 54 participants were given special
training.The results :
The platoons performed better than others.
Descriptive and comparative studies Descript for identify as either charismatic
or non-charismatic leaders Source of behavior descriptive to
researchers:1) Interview2) Biographical, article, and case study3) Critical incidents
Identify characteristic by interview Bennis & Nanus, 1985 Conger, 1989 Fior, Harris, & House, 1999 Howel & Higgins, 1990 Jacopsen & House, 2001 Kouzes & Posner, 1987 Levinson & Rosenthal, 1984 Peters & Austin, 1985 Shamir, 1995
Indentify characteristic by biographics, article, and case study Bligh, Kohles, & Meindl, 2004 Deluga, 1998 House, Spangler & Woycke, 1991 Mio et al, 2005 Mumford & Van Doorn, 2001 O’connor et al, 1995 Strangle & Mumford, 2002 Van Fleet & Yulk, 1986a Westley & Mintzberg, 1989 Willner, 1984
Identify characteristic by critical incidents
Bryman, Stephens, & Campo, 1996Kirby, King, & Paradise, 1992Lapidot, Kark, & Shamir, 2007Yulk & Van Fleet, 1982
Example of descriptive and comparative studies House, Spangler, and Woycke ( 1991)1. Ask several historians charismatic or non-charismatic each
of 31 former presidents and at least 2 years of their firm term.
2. The motive pattern of his first inaugural address.3. Ways to measure effectiveness of leadership by
Rate of president by historian Analysis of biographical information
4. Result show president with a socialized power are more charismatic.
5. Charismatic president use direct action to solve problem.
Example of descriptive and comparative studies Bennis and Nanus (1985)1. Study leaders of dynamic and innovative leaders.2. Collect data using interview and observation.3. Their no large-than-life. Most leaders were
ordinary in appearance, personality, and general behavior.
4. Similarity of leader that researcher identify all leader has vision of desirable and possible vision.
5. Commitment their vision by decision and behavior.
Intensive Case Studies
Beyer & browing, 1999Cha & Edmindson, 2006Roberts, 1985Roberts & Bradley, 1988Trice & Beyer, 1986Weed, 1993
Methods of Collecting DataRobert 1985 Robert & Bradley 1988
Analysis of newspaper articles,
Analysis of official documents, newspaper articles, and reports made by special interest
Participant observation of formal and informal meetings
Observed during speech engagements, meetings with her staff, press conferences, formal meetings with members of state department of education.
Interviews with the superintendent, other administration, board members, staff, teachers, parents, and students
Interviews with state legislators, representatives from the governor’s office, the board of education, school boards and teacher unions
Archival searches -
Briefing of the Studies
Robert 1985 Robert & Bradley 1988
Candidates A APosition of job Superintendent of
public school district
Commissioner of education for state
Charismatic / XSolve Problem(s) / X
Briefing contd.Robert 1985 Robert & Bradley
1988Actions to take on the post / Strategy
Developed Mission Statement & Vision Statement
Formulated mission statement and vision for change
Replaced key position people
several assistant commissioners
Energetic, created enthusiasm, channeled emotions aroused by the budget crisis, and galvanized people into action.
Enthusiasm and support were generated by conducting visits to nearly all of the school districts in the state
Staff were trained -
Conclusion
Robert 1985 Robert & Bradley
1988Charismatic / XCrisis / XAuthority More LessSize of team Small LargeRelation Strong Weak
Thank You
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