Exploring Transactional Leadership in Education: Theory and Practice

1. L05 FACULTY OF EDUCATION EAD5000 EDUCATIONAL LEADERSHIP DR. RAMLI BIN BASRI ROOM G28, TEL: office 03-8946 8248, H/P 019 224 1332 (sms prefered) E-MEL: ramlibasri@upm.edu.my

2. LECTURE 05: EDUCATIONAL LEADERSHIP THEORY LEADERSHIP IN EDUCATION Transactional Leadership Transformational Leadership Distributive Leadership Entrepreneurial Leadership

3. Transactional LeadershipJames McGregor Burns (1978) &Bernard Bass (1983) • Transactional Leadership theory views the relationship between employer or leader with employee or subordinates as TRANSACTIONAL contract • Described by Max Webber 1947 and futher developed by Bernard Bass 1981

4. Transactional Leadership Transactional Leaders guides their followers towards the established goals of organization by: • Clarafying roles; • Task requirement; • in exchace for rewards.

5. Transactional Leadership • Mostly used by managers • Focusesses on focuses on the basic management process of controlling, organizing, and short-term planning. • Transactional Leadership is a transaction between leaders and subordinates • Transact or exchange to achieve leaders and subordinates goal (Homework: student do homework in exchange for teachers grade)

6. Transactional Leadership • The relationship between leaders and subordinates is a transactional contract. • The Transaction (Contract): (a) Work by subordinates and (b) rewards by employee or leader. • Transactional leadershipis a style of leadership in which the leader promotes compliance of his followers through both rewards and punishments. • Also known as “ Management theories ”

7. Transactional Leadership was influenced by AbrahamMaslow’s Theory of Human Needs Fullfil the lower needs

8. Transactional Leadership • The Transaction (Contract): Work in exchage for reward • The contract from the begining provides employee and worker with a clear work system and output/product expectation • Function of TsL is to ensure production is achieved as planned using the allocated resourses.

9. Transactional Leadership Transactional leaders practice "Management by Exception" • When work is running smoothly, employer will not change work system or procedure, work continue as rutine • When work output declines, employer will intervene by altering work system, procedure, allocation of resouces, division of labour, etc to arrest decline.

10. Transactional Leadership

11. Transactional Leadership

12. Activity 14: Give 5 examples of TSL in your HM...and You? Leadership Approach 12

13. Transactional Leadership in practice • Focused on short-term goals • Favor structured policies and procedures • Thrive on following rules and doing things correctly • Revel in efficiency • Very left brain • Tend to be inflexible and • Opposed to change

14. Transactional Leadership Assumptions Related to Transactional Leadership • Employees are not self-motivated. • Employees are motivated by reward and punishment. • Subordinates have to obey the orders and work system and communication from the superior. • Transactional leardership provides uniforminty and stability in work syste.

15. Transactional Leadership Assumptions Related to Transactional Leadership • The main goal of the follower is to obey the instructions of the leader. • The leadership style similar to ‘telling style ’. • Contract also means each side has an option to accept or reject contract.

16. Effectiveness of Transactional Leadership Depends on • Relevance or Validity of reward system (latest, out dated, better or worse than other organization • Attractiveness of reward • Clarity and Transparency in work system, evaluation system, reward system • Realistic expectation by leader and subordinates. • Transaction servers needs of employer and employee and, fair and ethical contract.

17. Benefit of Transactional Leadership • It is easy for workers to complete tasks successfully. This works because transactional leadership is simple to learn and does notrequire extensive training. • It is also easier to apply in a crisis situation where everyone must know exactly what is required of them and how a task is to be done under pressure.

18. Advantages of Transactional Leadership • effective for motivating subordinates and eliciting productivity. • Clear structure • Achieves short-term goals quickly • Rewards and penalties are clearly defined for workers

19. Weakness of Transactional Leadership • This type of leadership is flawed since it motivates people only on the base level • Creativity is limited since the goals and objectives are already set • Ego states or higher motivation of subordinates are difficult to difine • Does not reward personal initiative or higher a achievement.

20. Weakness of Transactional Leadership and Preamble to Transformational Leadership • The relationship between subordinates and leader should go beyond contract, birocracy and work sturcture • In work situation where subordinates are highly educated and mature, job satisfaction not only depends on rewards but also challenges, and intellectual stimulation found in their work • Work is the realization of potential and excelence and • Work no longer limited to earning a living but also for successful carreer and recognition.

21. Transactional Leadership was influenced by AbrahamMaslow’s Theory of Human Needs Fullfil the lower needs

22. Transactional Leadership The transactional style of leadership is viewed as insufficient, but not bad, in developing the maximum leadership potential. It forms as the basis for more mature interactions but care should be taken by leaders not to practice it exclusively, otherwise it will lead to the creation of an environment permeated by position, power, perks, and politics.

23. Transformational LeadershipJames McGregor Burns (1978) &Bernard Bass (1985) is a leadership style where one or more persons engage with others in such away that leaders and followers raise one another to higher levels of motivation and morality

24. A TRANSFORMATIONAL LEADER ’S GOAL To inspire followers to share the leaders’ values and connect with the leader ’s vision

25. Transformational Leadership Transformational leadership is a more humane leadership theory, as compared to the militaristic transactional theory It believes in inspiring employees to do great work through example and the force of a leader's personality People rise higher through positive motivation, than negative motivation It is a leadership theory which appeals to the higher need of an individual in the Maslow's hierarchy of needs, which is self- actualization!

26. Definition TRANSFORMATIONAL LEADERS stimulate and inspire their followers to achieve extraordinary outcomes and, in the process, develop their followers’ own leadership capacity. These leaders help followers to grow and develop by responding to followers’ individual needs by empowering them and aligning the objectives and goals of the individual followers, the leader, the group, and the larger organization (Bass & Riggio, 2006).

27. Assumptions  The prime assumption is, that people will willingly follow a leader who inspires them  The vision and passion of one man can transform his followers and together they can achieve great things  Energy and enthusiasm are the tonics that get things done

28. Transformational Leadership - A Process -  Process that changes and transforms  Process that is concerned with the Emotions, Values, Standards, Ethics, and Long Term Goals  A transformational leader motivates followers to accomplish more than what is usually expected  The sum becomes more powerful than its individual component

29. 4 I's of Transformational Leadership Idealized Influence Leader serves as an ideal role model for followers and is admired for this Inspirational Motivation Transformational leaders have the ability to inspire and motivate followers Individualized Consideration Transformational leaders demonstrate genuine concern for the needs and feelings of followers which brings out the best efforts from each individual Intellectual Stimulation Transformational leaders challenges followers to be innovative and creative

30. FOUR COMPONENTS OF TRANSFORMATIONAL LEADERSHIP O Idealized influence O Inspirational motivation O Intellectual stimulation O Individualized consideration

31. Idealized influence O Ideal role model O High moral and ethical standards O Show respect, attention, and consideration towards followers O Consider differences between followers levels of abilities, ways of learning, and approaches to work O Encourages the followers O Understanding personal feelings and needs

32. Inspirational motivation O Ability to inspire and motivate followers O Provides followers with challenges and meaning for engaging in shared goals and undertakings O Show followers how their work applies to real world O Behave in an enthusiastic, passionate and energetic way

33. Individualized consideration O Coaching, mentoring, and growth opportunities O Self-actualization, self-fulfillment, and self-worth O Attend to each follower's needs O Listen to the follower's concerns and needs.

34. Intellectual stimulation O Re-examine their assumptions about their work and re-think how it can be performed O Innovative and creative O Helps followers see the big picture and how they connect to the leader, organization, each other, and the goal. O Challenge followers to come up with new ideas O Ask questions that make the followers think

35. Steps for Transformational Leadership • Starts with creating a vision • Vision that is exciting and attract potential followers Developin g Vision • Constantly sell the vision and build a strong network of high potential Selling the Vision • Transformation leaders have a clear vision • Have a fair idea about the direction to move and want followers to move in the same direction Road Map • Ready to accept failures • Transformation leaders remain in the fore-front during the action • Always visible and stand up to be counted Leading • Bolster and infect the followers with commitment and enthusiasm the charge

36. BERNARD BASS (1985) He identified three ways in which leaders transform followers: • Increasing their awareness of task importance and value. • Getting them to focus first on team or organizational goals, rather than their own interests. • Activating their higher -order needs.

37. How Does Transformational Leadership Work? O Transformational leaders set out to empower followers and nurture them to change. O They become strong role models for their followers. O They create a vision. O They act as change agents who initiate and implement new directions. O They act as social architects.

38. Application of Transformational Leadership  Provides ideas as to what a leader should be in a transforming environment  Vision statements create discussion  Can be used in recruitment, selection and promotion, and training and development

39. Transformational Leadership in Malaysian Educational Setting • Education Bluprint 2013-2025 (schools)-11 Shifts • Education Bluprint 2015-2025 (Higher Education) - 10 Shifts

40. Benefits of Transformational Leadership Widely researched intuitive appeal Focuses on the follower too   Emphasis on followers ’ needs, values, and morals  Enthusiastic work atmosphere  Innovations  Higher output and efficiency  Develops future leaders  People will work for leader even if monetary compensation is less 

41. Limitations Lacks conceptual clarity X Validity of MLQ is questionable X Fixed trait or malleable state X Potentially elitist or antidemocratic X Totally depends on ability of leader Leaders might lack the required characteristics X X

42. Strengths O Widely researched from many different perspectives. O It has intuitive appeal as a concept. O It treats leadership as a process between leaders and followers. O It offers an expanded picture of leadership. Most other models are transactional. O It has a strong emphasis on followers’ needs, values, and morals. O It has substantial evidence of being effective.

43. Criticisms O Lacks conceptual clarity. O The measurement scale does not always distinguish clearly among factors. O It is a trait theory rather than a behavioral theory. O Tends to be elitist and antidemocratic. O Has a heroic leadership bias. O May not work on all levels of the organization. O Has the potential to be abused.

44. Conclusion Lead and inspire people. Don't try to manage and manipulate people. Inventories can be managed but people must be lead. --- Ross Perot

45. Activity 1: Give 5 examples of TL in your HM...and You? Leadership Approach 45

46. WHAT ARE THE RESULT OF THISKIND OF LEADERSHIP? • Evidence of the effect transformational leadership, according to Leithwood, is “uniformly positive.” He cites two findings from his own studies: (1) transformational leadership practices have a sizable influence on teacher collaboration, and (2) significant relationships exist between aspect of transformational leadership and teachers’ own reports of changes in both attitudes toward school improvement and altered instructionl behavior. • Segiovanni suggest that student achievement can be “remarkably improved”by such leadership. 46

47. EXAMPLES OF STRATGIES TO PRACTICE TRANFORMATIONL LEADERSHIP • Visit each classroom everyday; assist in classroom ,encourage teachers to visit one another’s classes. • Help teachers work smarter by seeking different interpretations and checking out assumptions; place individual problems in the larger perspective of the whole school; avoid commitment to preconceived solutions; clarify and summarize key points during meeting; and keep the group on task but do not impose own perspective. 47

48. Use action research teams or school improvement teams as a way of sharing power. Give everyone responsibilities and involve staff in governance functions. For those not participating, ask them to be in charge f a committee. • Find the good things that are happening and publicly recognize the work of staff and students who have contributed to school improvement. Write private notes to teachers expressing appreciation for special efforts. 48

49. Survey the staff often about their wants and needs. Be receptive to teachers’ attitudes and philosophies. Use active listening and show people you truly care about them. • Let teachers experiment with new ideas. Share and discuss research with them. Propose questions for people to think about. • Bring workshops to your school where it’s comfortable for staff to participate. Get teachers to share their talents with one another. Give a workshop yourself and share information with staff on conference that you attend. 49

50. When hiring new staff, let them know you want them actively involved in school decision – making; hire teachers with a commitment to collaboration. • Have high expectations for the teachers and students, but don’t expect 100 percent if you aren’t also willing to give the same. Tell teachers you wan them to be the best teachers they possibly can be. 50