Leading as

1. Leading as

3. The Five Behaviors of a Transformational Leader Attributed Charisma Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration Hay, I. (2006)

4. Characteristics of Transformational Leaders Clear sense of purpose, expressed simply Value Driven Strong role model High expectations Persistent Self-knowing Perpetual desire for learning Love work Life-long learners Identify themselves as change agents Enthusiastic Able to attract and inspire others Strategic Effective communicator Emotionally mature Courageous Risk-taking Visionary Unwilling to believe in failure Sense of public need Considerate of the personal needs of employees Listens to all viewpoints to develop spirit of cooperation Mentoring Able to deal with complexity uncertainty and ambiguity Bass, B. (1990) et. al

5. How the Characteristics & Behaviors Fit Together Attributed Charisma Enthusiastic Strong Role model Visionary Courageous Inspirational Motivation High Expectations Able to attract and inspire others Clear sense of purpose Idealized Influence Sense of public need Value driven (ethics) Intellectual Stimulation Perpetual desire for learning Life long learners Able to deal with complexity, uncertainty, and ambiguity Individualized Consideration Considerate of personal needs of employees Listens to all view points to develop spirit of cooperation Mentoring

6. Hackman and Johnson’s 6 Central Personality Characteristics of Transformational Leadership Creativity Interaction (communication) Vision Empowerment Passion Ethics Hackman, M. and Johnson, C. (1991)

7. Cialdini’s Factors of Influence Reciprocity Commitment & Consistency Social Proof Liking Authority Scarcity

8. Transformational Leaders Influence by: Deep thinking (the head) and Empathy (the heart) Schuster 1994 Their deeply held values Mink 1992 Needs for respect and caring Dixon 1998 Unique human qualities Covey 1991 Both in positive and negative ways Morgan 1997 An ideal point of reference for followers to engage in vicarious learning Bass 1998

9. What is Influence?

10. Example of Influence

11. Gender A 1990 study by Deborah Tannen revealed that women and men have different experiences growing up Men Women Prize status Value connection Independence Interdependence Individual Power Power of communication Moran, B. B. (1992)

12. Gender Studies by Bass (1998) and Bass, Avolio & Atwater (1996) show that women tend to be more transformational than their male counterparts Bass, B. (1996)

13. Women as Transformational Leaders Women tend to be better as: Motivators Communicator Team players

14. Women as Transformational Leaders Women also tend to Inspire Stay connected to the team Serve as an emotional leader Share in decision making process

15. The Downside Expectations that women are thought to be more nurturing than men will make women feel pressured to succeed “in a female way”. Telling men they do not know how to be nurturing as managers, they may feel excused from being just that.

16. What Transformational Leadership is Not Transactional Leadership (or contingent reward leadership) –Leaders with this style largely react to the performance of their employees and reward for compliance to their directives, a factor called "contingent reward" Transactional leaders do not address employees' needs, motivations, or development. Northouse 2001 (p. 140) Johnson N. and Klee, T (2007) It is actually argued that Transactional Leadership is just as effective as Transformational Leadership. Transformational leaders, “When the transformational leaders sees himself/herself in a win-lose negotiation he tries to convert it into a win-win problem solving situation. If this is not possible, then he or she can display the transactional skills necessary as an effective negotiator, (Walsman, Bass, & Yammarino, 1990).” “Contingent reward leaders clarify each person's tasks, responsibilities, and expectations, find a common meaning as to what is fair and only give rewards for fulfilling the requirements. They emphasize goal-setting, giving instructions, clarifying structures, and conditions. These qualities were lacking in the previously predominant leadership styles of past. In addition, without a solid base of transactional leadership, transformational leadership might not develop to its full extent.” Transactional and Transformational Leadership Effects on Organizational Behavior Hugo Zagorsek, Vlado Dimovski, Miha, Skerlavaj Pg. 16 It is actually argued that Transactional Leadership is just as effective as Transformational Leadership. Transformational leaders, “When the transformational leaders sees himself/herself in a win-lose negotiation he tries to convert it into a win-win problem solving situation. If this is not possible, then he or she can display the transactional skills necessary as an effective negotiator, (Walsman, Bass, & Yammarino, 1990).” “Contingent reward leaders clarify each person's tasks, responsibilities, and expectations, find a common meaning as to what is fair and only give rewards for fulfilling the requirements. They emphasize goal-setting, giving instructions, clarifying structures, and conditions. These qualities were lacking in the previously predominant leadership styles of past. In addition, without a solid base of transactional leadership, transformational leadership might not develop to its full extent.” Transactional and Transformational Leadership Effects on Organizational Behavior Hugo Zagorsek, Vlado Dimovski, Miha, Skerlavaj Pg. 16

17. Charismatic Leadership- A leader who inspires his or her followers through personal magnetism and highly developed communication skills. Charismatic leaders tend to be confident, visionary, and change-oriented and may display eccentric or unusual behavior www.encyclopedia.com What Transformational Leadership is Not It is said that Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a belief in themselves rather than a belief in others. The charismatic leader’s focus is on their own abilities as a charismatic leader to formulate, articulate, and motivate followers to join with him or her in fulfilling the vision. This is not mutual stimulation or elevation. It is stimulation of the follower and elevation of the leader. The follower is stimulated to help the charismatic leader with the vision that the charismatic leader is articulating. It is said that Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a belief in themselves rather than a belief in others. The charismatic leader’s focus is on their own abilities as a charismatic leader to formulate, articulate, and motivate followers to join with him or her in fulfilling the vision. This is not mutual stimulation or elevation. It is stimulation of the follower and elevation of the leader. The follower is stimulated to help the charismatic leader with the vision that the charismatic leader is articulating.

18. Developmental Leadership- This leader’s main focus is the development and growth of the organization and people he or she leads. Larsson, G., Carlstedt, L. and Andersson, J. (2003) What Transformational Leadership is Not Leadership behaviors labeled as developmental have three characteristics: the leader acts as an exemplary model; shows individualized consideration; and demonstrates inspiration and motivation. Leadership behaviors labeled as developmental have three characteristics: the leader acts as an exemplary model; shows individualized consideration; and demonstrates inspiration and motivation.

19. Servant Leadership - “The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions.” Greenleaf, R.K. (1970) What Transformational Leadership is Not The principal difference between transformational leadership and servant leadership is the focus of the leader. While transformational leaders and servant leaders both show concern for their followers, the overriding focus of the servant leader is upon service to their followers. The transformational leader has a greater concern for getting followers to engage in and support organizational objectives. (p. 354) A leader approaching employees in a caring way, coaching each to develop his or her capabilities and to grow intellectually and professionally. The transformational leadership style overlaps with the servant leadership style in its attempts to share knowledge and power and to recognize the "have-nots ... as equal stakeholders in the life of the organization" (Northouse, 2001, p. 257). Stone, G.A, Russell, R.F., & Patterson, K. (2004). Leadership & Organization Development Journal. 25(4), p. 349-361. 2003 The principal difference between transformational leadership and servant leadership is the focus of the leader. While transformational leaders and servant leaders both show concern for their followers, the overriding focus of the servant leader is upon service to their followers. The transformational leader has a greater concern for getting followers to engage in and support organizational objectives. (p. 354) A leader approaching employees in a caring way, coaching each to develop his or her capabilities and to grow intellectually and professionally. The transformational leadership style overlaps with the servant leadership style in its attempts to share knowledge and power and to recognize the "have-nots ... as equal stakeholders in the life of the organization" (Northouse, 2001, p. 257). Stone, G.A, Russell, R.F., & Patterson, K. (2004). Leadership & Organization Development Journal. 25(4), p. 349-361. 2003

20. Transformational Leadership Defined Transformation Leadership consists of ideal influence, inspiration, individual consideration and intellectual stimulation. Bass, B. (1985)

21. Transformational Leadership Defined Our definition: Redefining organizations by creating a shared vision through reciprocal learning in order to influence change. Johnson, R., Kaiser, B., Machado, E., McTier, W., White, R. (AMBA 2009)

23. Notes Bass, B.M., Avolio, B.J., & Atwater, L. (1996). The transformational and transactional leadership of men and women. Applied Psychology: An International Review, 45(1), 5-34. Boje, D.M., (2000) Transformational Leadership, 7-8. Retrieved October 5, 2009 from http://cbaenmsu.edu/-dboje/teaching/338/transformational_leadership.htm Bromley, H.R., Kirschner-Bromley, V.A. (2007). Are You a Transformational Leader? The Physician Executive, 54-57. Brymer, E. Gray, T., (2006) . Effective Leadership: Transformational or Transactional?. Australian Journal of Outdoor Education, 10(2), 13-19. Caialdini, R.B. (2007). Influence: The Psychology of Persuasion. Published by HarperCollins Publishers New York, NY. Carnegie, D. (1981). How to Win Friends & Influence People Published by Pocket Books New York, NY. Eagley A. H. and Carli, L. L. (2007). Women and the Labyrinth of Leadership. Harvard Business Review Encyclopedia.com Retrieved September 28, 2009 Feinberg, B., Ostroff, C. and Burke, W. (2005). He role of within-group agreement in understanding transformational leadership. The Journal of Occupational and Organizational Psychology. 18, 471 Greenleaf, R. K., (1970) The Servant as Leader ( [Rev. Ed.] ) Indianapolis, IN.: Robert K. Greenleaf Center. Groves, K. S. (2005). Gender differences in social and emotional skills and charismatic leadership. Journal of Leadership & Organizational Studies. http://www.entrepreneur.com/tradejournals/article/132353942.html Harland, L., Harrison, W. Jones, J.R. and Teiter-Palmon, R. (2005). Leadership Behaviors and Subordinate Resilience. Journal of Leadership and Organizational Studies. 11(2), 1-12. Hautala, T. (2005). The effects of subordinates’ personalityon appraisals of transformational leadership. Journal of Leadership & Oranizational Studies. Hay, I. (2006). Transformational Leadership: Characterics and Criticism. E. Journal of Organizational learning and Leadership 5(2), 1-11.

24. Notes Hoops4Life Picture of Michael Jordan: “Artwork by; Hoops4life.com Flex 187ad. Image Property of Respected owner Hoops4life” Johnson, N and Klee, T., (2007) Passive-aggressive behavior and leadership styles in organizations, Journal of Leadership & Organizational Studies, 13, 130-143. Larsson, G., Carlstedt, L. and Andersson, J., (2003) A comprehensive system for leader evaluation and development, Leadership & Organization Development Journal, 24, 16-26. Moran B. B. Gender Differences in Leadership. Library Trends 40(3): (1992) Northouse, P. G. (2001). Leadership: Theory and practice. Thousand Oaks, CA: Sage. Raffery, A. E., Griffin, M.A. (2006). Refining individualized consideration: distinguishing developmental leadership and supportive leadership. Journal of Ocupatonal and Organizational Psychology. Ruddell, L.S., (2008). Transformational leadership as an Effective Classroom Leadership Model for Business Ethics Instruction. Academy of Educational Leadership Journal, 12(2), 49-65. Sabine, B. and Freiherr Von Streit, C. (2005). Winans, R. (2009). Using Transformational Leadership to Breathe new life into your practice. Journal of American Physical Therapy Association. 4, S30. Zagorsek, H., Dimovski, V. and Skerlavag, M. (2009). Pg. 16 Transactional and Transformational Leadership Effects on Organizational Behaviour. Journal of Eastern European Management Studies. Pg 16.