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18 Cards in this Set
- Front
- Back
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Transformational Leadership |
People will follow a person who inspires them. A person with vision and passion can achieve great things. The way to get things done is by injecting enthusiasm and energy. |
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Developing the vision
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Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker.
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Selling the vision
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The next step, which in fact never stops, is to constantly sell the vision. This takes energy and commitment, as few people will immediately buy into a radical vision, and some will join the show much more slowly than others. The Transformational Leader thus takes every opportunity and will use whatever works to convince others to climb on board the bandwagon. In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision. Transformational Leadership |
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Finding the way forwards
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In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready strategy, but will happily lead the exploration of possible routes to the promised land. The route forwards may not be obvious and may not be plotted in details, but with a clear vision, the direction will always be known. Thus finding the way forward can be an ongoing process of course correction, and the Transformational Leader will accept that there will be failures and blind canyons along the way. As long as they feel progress is being made, they will be happy. |
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Leading the charge
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The final stage is to remain up-front and central during the action. Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing. It is their unswerving commitment as much as anything else that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved. If the people do not believe that they can succeed, then their efforts will flag. The Transformational Leader seeks to infect and reinfect their followers with a high level of commitment to the vision. |
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Bass' Transformational Leadership Theory |
Awareness of task importance motivates people. A focus on the team or organization produces better work. |
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Bass' Transformational Leadership Theory |
leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. 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. |
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Charisma |
Two key effects that transformational leaders achieve is to evoke strong emotions and to cause identification of the followers with the leader. This may be through stirring appeals. It may also may occur through quieter methods such as coaching and mentoring. Bass' Transformational Leadership Theory |
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Burns' Transformational Leadership Theory 1 of 3 |
Association with a higher moral position is motivating and will result in people following a leader who promotes this. Working collaboratively is better than working individually. |
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Burns' Transformational Leadership Theory 2 of 3 |
leadership as a process where leaders and followers engage in a mutual process of 'raising one another to higher levels of morality and motivation.' Transformational leaders raise the bar by appealing to higher ideals and values of followers. In doing so, they may model the values themselves and use charismatic methods to attract people to the values and to the leader. |
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Burns' Transformational Leadership Theory 3 of 3 |
Using social and spiritual values as a motivational lever is very powerful as they are both hard to deny and also give people an uplifting sense of being connected to a higher purpose, thus playing to the need for a sense of meaning and identity. Ideals are higher in Maslow's Hierarchy, which does imply that lower concerns such as health and security must be reasonably safe before people will pay serious attention to the higher possibilities. |
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Kourzes and Posner's The Leadership Practices Inventory |
A survey that asked people which, of a list of common characteristics of leaders, were, in their experiences of being led by others, the seven top things they look for, admire and would willingly follow. And over twenty years, they managed ask this of seventy five thousand people. The results of the study showed that people preferred the following characteristics, in order: * Honest* Forward-looking * Competent * Inspiring * Intelligent * Fair-minded * Broad-minded * Supportive * Straightforward * Dependable * Cooperative * Determined * Imaginative * Ambitious * Courageous * Caring * Mature * Loyal * Self-controlled * Independent |
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Model the way
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Modeling means going first, living the behaviors you want others to adopt. This is leading from the front. People will believe not what they hear leaders say but what they see leader consistently do. The Leadership Practices Inventory |
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Inspire a shared vision
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People are motivated most not by fear or reward, but by ideas that capture their imagination. The Leadership Practices Inventory |
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Challenge the process
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Leaders thrive on and learn from adversity and difficult situations. They are early adopters of innovation. The Leadership Practices Inventory |
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Enable others to act
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Encouragement and exhortation is not enough. People must feel able to act and then must have the ability to put their ideas into action. The Leadership Practices Inventory |
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Encourage the heart
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People act best of all when they are passionate about what they are doing. Leaders unleash the enthusiasm of their followers this with stories and passions of their own. The Leadership Practices Inventory |
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Managerial Grid aka The Leadership Grid |
a toll used for identifying leadership style as a combination of "concern for people" and "concern for production' |
