Transformational Leadership: Connecting Theory to Practice

1. Transformational Leadership:Connecting Theory to Practice David G. Wolf, Doctoral Student, Fellow, CNHA, CALA, CAS

2. LEADERSHIP IS ABOUT PERCEPTION The most important lesson we will learn here today�

8. Who do YOU think are the greatest leaders of all time?

9. What about this guy?

10. Background�The past Current� The Future� Why I am here�

11. From the Latin word transformare means to �change the nature, function, or condition of, to convert� (American Heritage Dictionary, 2000) What is Transformation?

12. �One of the most universal cravings of our time is a hunger for compelling and creative leadership� �James MacGregor Burns

13. �One who recognizes and exploits an existing need or demand of a potential follower. But, beyond that, the transforming leader looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower. The result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents.� What is Transformational Leadership?

15. The Pioneers of this Theory of Leadership: James MacGregor Burns (1978) Bernard Bass (1985) Bruce Avolio Ronald Riggio What is the Origin and Evolution of this Term?

16. Transformational leadership involves inspiring followers to commit to a shared vision and goals for an organization or unit, challenging them to be innovative problem solvers, and developing followers� leadership capacity via coaching, mentoring, and provision of both challenge and support� - Bass & Riggio, 2006 A Practical Way to Look at Transformational Leadership:

17. �The comprehensive and integrated leadership capacities required of individuals, groups, or organizations to produce transformation as evidenced by step-functional improvement� (Hacker & Roberts) One of the problems of studying the Social Sciences - Definitions

18. Personal Transformation Relational Transformation Enterprise Transformation What types of Transformation are we talking about?

19. �Measuring the Impact of Transformational Leadership Behaviors of Skilled Nursing Facility Administrators on the overall quality of care� WHY??? Because� �T/L should have a positive impact on the quality of the follower and group performance� � Bass and Riggio, 2004 My Research and Goals

20. Focuses on the exchanges that occur between leaders and followers. Deals with extrinsically based motivation. There is an exchange that occurs for something of value to both parties...economic, emotional, political, etc. Contingent Reward, MBE-A, MBE-P, Laissez-Faire Transactional Leadership: A model whose time has come�and gone

21. Major Attributes: Operates out of own needs and agenda Manipulates others and situations Seeks only concrete evidence of success The Transactional Administrator

22. Views Of Others: Others are seen as facilitators or obstacles to meeting own goals Others seek own payoffs and can be manipulated with that knowledge PLAY BY MY RULES AND I WILL GET YOU WHAT YOU WANT! Transactional Administrators

23. We are trying to take the transactional leadership model to a new level: from directive (task-oriented) to participative (people-oriented) leadership. In other words, true leadership not only creates change and achieves goals, but is also changes the people involved in the actions for the better. What is the Primary Goal of T/L?

24. Idealized Influence (II) Inspirational Motivation (IM) Intellectual Stimulation (IS) Individualized Consideration (IC) What are the Key elements of T/L?

25. This is the degree to which the leader behaves in admirable ways that cause followers to identify with the leader. Charismatic leaders display convictions, take stands and appeal to followers on an emotional level. This is about the leader having a clear set of values and demonstrating them in every action, providing a role model for their followers. Genuine trust must be built between leaders and followers. Trust for both leader and follower is built on a solid moral and ethical foundation. Idealized Influence (II)

26. The degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. It is also important that this visionary aspect of leadership be supported by communication skills that allow the leader to articulate his or her vision with precision and power in a compelling and persuasive way. Inspirational Motivation (IM)

27. The degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this trait stimulate and encourage creativity in their followers. The leader�s vision provides the framework for followers to see how they connect to the leader, the organization, each other, and the goal. Once they have this big picture view and are allowed freedom from convention they can creatively overcome any obstacles in the way of the mission. Intellectual Stimulation (IS)

28. Individualized Consideration (IC)

29. In addition to the 4 components of T/L; this model also includes aspects of transactional leadership behavior, along with laissez-faire (or non-leadership) behavior. Contingent Reward (C/R) Management-by-Exception (MBE A & P) Laissez-Faire Leadership (LF) What is the �Full-Range� Leadership Model?

30. �The true test of effective leadership practices lies in the ability to guide the organization through the states of change where people realize the inadequacy of the old way of doing things through changes in structure, policy and rewards� -Gary Yukl, 2010

31. A brief look at the connection between T/L and performance�is there a direct link? Is leadership gender an issue? YES!!! Why we must discuss the concepts of empowerment as it relates to T/L What does the Research tell us about the Effectiveness of T/L?

32. Most current & widely accepted is the Multifactor Leadership Questionnaire (MLQ 5X) created by Bass & Avolio, 2000) There are others, i.e. LPI, etc. Two forms- Leader and Rater Uses a 5 point scale from 0=not at all to 4=frequently. Raters are rating the frequency of their leaders behaviors. How do we measure T/L?

33. Current version is 36 standardized items, 4 items assessing each of the 9 leadership dimensions of FRL, i.e. 4 components of T/L (includes Charisma & behaviors for Ind. Influence) Contingent Reward MBE �A MBE-E Laissez-Faire Measuring T/L continued

34. First, you must understand your own leadership style. before you can possibly alter it in any way. Deal with the tasks, but look to increase relationships whenever possible. Raise your self-awareness in every situation. Study your marketplace and your competition. Negativity is a poison. Don�t let it invade your facility. If your are not happy with the culture of your building, create a plan to change it. Some things are wrong�and they are always wrong� Become the role model that you really don�t want to be. 8 Strategies To Consider for Implementing T/L in Your Facility:

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