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24 Cards in this Set
- Front
- Back
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description of TL
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-process: changes and transforms individuals, frequently incorporates charismatic and visionary leadership
-influence: moves followers to accomplish more than what is usually expected of them |
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core elements
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-emotions, values, ethics, standards, and long-term goals
-describes a wide range of leadership influence: a.specific: one to one with followers b.broad: whole organizations or entire cultures -followers and leaders are inextricably bound together in the process |
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types of leadership
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transformational, transactional, and pseudotransformational
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transformational
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-emphasized the difference between sources of authority
-includes raising the level of morality in others |
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transactional
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-contractual management
-focus on exchanges between leaders and followers |
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pseudotransformational
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-personalized leadership
-focus on leader's own interest rather than the interests of their followers |
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TL and charisma
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-charisma: a special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader
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charismatic leadership theory
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-charismatic leaders act in unique ways that have specific charismatic effects on their followers
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characteristics, behaviors, and effects on follower of charismatic leadership
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a. dominant--strong role model--trust in leader's ideology
b. desire to influence--shows competence--similar belief btween L and F c. confident--articulates goals--unquestioning acceptance d. strong values--communicates with high expectations--affection towards leader |
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charismatic leadership
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-transforms follower's self concepts; link identity of followers to collective identity of the org
-forge this link with intrinsic rewards; de-emphasize extrinsic rewards -throughout process leaders a. express expectations b. help followers gain self confidence and self efficacy |
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TL model
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-expanded and refined version of work done included more attention to follower's rather than leader's needs
-suggested TL could apply to outcomes that weren't positive -described TL as a continuum |
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model of TL
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-motivates followers beyond the expected by:
a. raising consciousness about value and importance of specific and idealized goals b. transcending self interest for the good of the team or org. c. addressing higher-level needs |
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the 4 "I''s in TL factors
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a. idealized influence charisma
b. inspirational motivation c. intellectual stimulation d. individualized consideration |
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idealized influence charisma
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-describe leaders who act as strong role models
-followers identify with leaders and emulate them -high standard of ethical and moral conduct |
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inspirational motivation
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-leaders who communicate high expectations to followers
-inspire through motivation to commitment and engagement in shared vision of the org -leaders use symbols and emotional appeals to achieve more than self interest |
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intellectual stimulation
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-stimulates followers to be creative and innovative
-challenge their own beliefs and values those of leader and org -leader support followers to a. try new approaches b. develop innovative ways of dealing with organization issues |
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individualized consideration
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-leaders who provide a supportive climate in which they listen carefully to the needs of followers
-leader's act as coaches and advisers encouraging self actualization |
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transactional leaders
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-don't individualize the needs of subordinates nor focus on their personal development
-exchange things of value with sub. to further both's agendas |
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transactional leadership factors
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-contingent reward: the exchange process between leaders followers in which effort by followers is exchanged for specified rewards
-management by exception: leadership that involves corrective criticism, negative feedback, and negative reinforcement |
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non leadership factor: laissez-faire
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-absence of leadership
-hands off approach -leader who abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs |
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5 fundamental practices
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1. model the way
2. inspire a shared vision 3. challenge the process 4. enable others to act 5. encourage the heart |
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overall scope
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-leaders initiate, develop, and carry out significant changes in organizations
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strengths
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-broadly researched
-intuitive appeal -process focused -expansive leadership view -emphasizes follower -effective |
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criticisms
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-lacks conceptual clarity
-measurement questioned -TL treats leadership more as a personality trait or predisposition than a behavior that can be taught -elitist and antidemocratic -heroic leadership -primarily qualitative -potential to be abused |
