DOL Transformational Theory.docx

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Business Administration
Business Administration 3323K
Carlie Forbes

DOL Transformational Theory 11/21/2012 11:37:00 AM One of the more current and popular  New leadership paradigm  Attent. To charismatic and affective elements of leadership  Popularity might be due to its emphasis on the intrinsic motivation and follower development which fits the needs of today’s work groups  Process that changes and transforms people  Concerned with emotions values, ethics, standards and long term goals  Assessing followers’ motives, satisfying their needs and treating them as full human beings  Form of influence  Incorporates charismatic and visionary leadership  Coined b Downton, then worked on by James MacGregor Burns  Burns distinguished two types of leadership: o 1. Transactional- bulk of leadership models which focus on the exchanges that occur between leaders and followers o 2. Transformational- person engages with others and creates a connection that raises the level of motivation and morality in both the leaders and followers  Ghandi is an example  Ryan White o 2. Pseudotransformational- leaders who are self consumed, exploitive and power oriented with wraped moral values, considered personalized leadership focuses on the leader’s own interests rather than the interests of others Transformational Leadership and Charisma  Charismatic leadership great deal of attention by researches  Charisma first used to describe a special gift that certain ind have  Charismatic leadership- charismatic leaders act in unique ways that have specific charismatic effects on their followers o Characteristics: being dominant, strong desire to influence others, self confident, strong sense of one’s own moral values  Charismatic leaders also demonstrate specific behaviours o Strong role models o Appear to competent followers o Articulate ideological goals and have moral overtones o Communicate high expectations for followers and exhibit confidences in follower’s abilities to meet these expectations o Task relevant motives in followers that may include affiliation, power or esteem.  Result of charismatic leadership: o Follower trust in leader’s ideology and beliefs o Affection toward leader o Follower obedience o Emotional involvement in leader’s goals o Increased confidence in goal achievement Model of Transformational Leadership  Transformational leadership could apply to situations in which the outcomes weren’t positive  Motivates followers to do ore than expected by: o Raising follower’s level of consciousness about the nb and value of specified and idealized goals o Getting followers to transcent their own self interest for the sake of the team or organization o Moving followers to address high level needs Transformational Leadership Factors  concerned with improving the performance of followers and developing followers to their fullest potential  ppl with this leadership often have strong set of internal values and ideas  effective at motivating followers and act in ways that support the greater good of ppl Factors: 1. Idealized Influence:  charisma  emotional component  leaders who act as a strong role models  followers emulate to them  leaders have high standards of moral and ethical conduct  respected by followers  vision and sense of mission  ex: Nelson Mandela x measured in 2 components:  a). attributional component o attributions of leaders made by followers based on perceptions they have  b). behavioral component o followers’ observations of leader behavior 2. Inspirational Motivation  leaders have high expectations of followers inspiring them through motivation to become more committed  use symbols and emotional appeals to focus group members ‘ efforts to achieve more than they would by themselves  team spirit 3. Intellectual Stimulation  stimulates followers to be creative and innovate and to challenge their own beliefs and values as well as those of the leader and the organization  supports followers as they try new approaches  encourages followers to think things out on their own  ex: plant manager who promotes workers ind. Efforts to develop unique ways to solve problems 4. Individualized consideration  leaders who provide a supportive climate in which they listen carefully to the ind. Needs of followers  leaders act a
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