Criminal Justice 2012

1. Criminal Justice 2012 Chapter 5: Transformational Theory Project ManagementProfessor Colon

2. Description Transformational (charismatic) leadership is a process that changes and transforms individuals. It is concerned with emotions, values, ethics, standards, and long-term goals It includes assessing followers’ motives, satisfying their needs, and treating them as human beings It involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them

3. Description In 1978, Burns distinguished between two types of leadership: Transactional – Focuses on the exchanges that occur between leaders and followers (e.g., giving a bonus for above-par work, assigning a grade) Transformational – A leader engages with the worker and creates a connection that raises the level of motivation and morality in both parties (e.g., attempts to change the values of the organization or its culture)

4. Charismatic Leaders Charisma can be defined as: A special gift that select individuals possess that gives them the capacity to do extraordinary things; or, A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few. According to House, a charismatic leader is dominant, has a strong desire to influence others, is self-confident, and has a strong sense of one’s moral values.

5. Charismatic Leaders (cont’d) Charismatic leaders have the following behaviors: Are strong role models for the beliefs and values they want their followers to adopt Appear competent to the followers Articulate ideological goals that have moral overtones Communicate high expectations for followers and are confident that the followers will meet the expectations Arouse task-relevant motives that include affiliation, power, or self-esteem

6. Charismatic Leaders (cont’d) Several effects are the result of charismatic leaders: Followers trust in leader’s ideology Similarity between the leader’s beliefs and that of the followers Unquestioning acceptance of the leader Expression of warmth toward the leader Emotional involvement with the leader’s goals Followers’ confidence in goal achievement

7. Transformational Leadership Factors Idealized Influence Regarding leaders who act as strong role models for followers, the followers identify with these leaders and want to emulate them They usually have very high standards of moral and ethical conduct; they will do the “right thing” They are deeply respected by followers who place a great deal of trust in them They are special and make others want to follow the vision they put forward

8. Transformational Leadership Factors Inspirational Motivation Leaders who communicate high expectations to followers inspires the followers to become committed to and a part of the shared organizational vision This leader enhances team spirit

9. Transformational Leadership Factors Intellectual Stimulation Leaders who stimulate followers to be creative and innovative, and to challenge their own values and beliefs, as well as those of the leader and organization Leaders who support followers as they try new approaches and develop innovative ways of dealing with group issues They promote the followers’ thinking on their own and engaging in problem-solving

10. Transformational Leadership Factors Individualized Consideration Leaders who provide a supportive climate in which they listen to the individual needs of followers The leaders act as coaches and advisors while trying to assist individuals in becoming fully actualized They may use delegation to help followers grow through personal challenges

11. Favorable Conditions for Transformational Leadership Crisis, change, or instability Mediocrity Follower disenchantment Future opportunity

12. Transformational Leader Behaviors Develop and communicate a vision Use unconventional strategies Communicate high expectations and confidence Show individualized concern Demonstrate self-sacrifice

13. Outcomes of Leader Influence Attempts Resistance Compliance Identification Internalization

14. Transactional Leadership Factors The transactional leader does not individualize the needs of subordinates, nor does he/she focus on their personal development. They exchange things of value with subordinates in order to advance their own, as well as their subordinates’, agenda. They are influential because it is in the best interest of the subordinate to do what the leader wants.

15. Transactional Leadership Factors Contingent Reward This is an exchange process between leaders and followers in which followers exchange effort for a particular reward. The leader tries to obtain agreement from followers on what needs to be done and what the payoff (reward) will be.

16. Transactional Leadership Factors Management-by-Exception This style of leadership involves corrective criticism, negative feedback, and negative reinforcement. There are two forms: Active – The leader watches followers closely for mistakes or rule violations and then takes corrective action. Passive – The leader only intervenes after standards have not been met or when problems have arisen.

17. Transformational vs. Transactional Leadership Transformational leadership produces greater effects than transactional leadership: Transactional leadership results in expected outcomes while Transformational leadership results in performance beyond that which is expected. Transformational leadership moves followers to accomplish more than what is expected. Transformational followers become motivated to transcend their own self-interests for the good of the group or organization.

18. Non-Leadership Factor Laissez-Faire This is an absence of leadership. This leader abdicates responsibility, delays decisions, offers no feedback, and provides little help to followers. There is no exchange with followers nor any attempt to help them grow.