Transformational leadership Flashcards
(16 cards)
1
Q
What is transformational leadership?
A
- Serves to change the status quo by vision linked to leader/follower values
- Achieving performance beyond normal expectations by changing how people feel about themselves and what is possible and raising their motivation to new highs
- Linked to moving people up their hierarchy of needs and psychological fulfilment
2
Q
What are the pros of transformational leadership?
A
- Increased employee satisfaction
- Organisational commitment
- Satisfaction with supervision
- Extra effort
- Turnover intention
- Organisational citizenship
- Overall employee performance
Can however lead organisations in destructive directions
3
Q
What are the findings of the Full Range Model of Leadership?
A
- Transformational leaders achieve better relationship, greater effort, more persistence, greater risk taking, more creativity and greater overall achievement among followers or subordiantes
- Transactional leaders may achieve expected results but achieve less innovation
- Laissez-faire leaders are least effective
- Transformational leadership can be developed
- Both can be beneficial: context
- However passive management by exception tend to be reduced in high performing environment (and all passive approaches)
- Laissez faire has appropriate contexts as well: highly skilled researchers etc
- transformational leadership can increase dependency on leader and thereby diminish creativity: implies short term approach most suitable
4
Q
What are the general benefits of transformational leadership?
A
- Positive, holistic approach to follower empowerment, development and long term change
- Encourage free discussions, trying out new things - positive link with innovation
- Vision created by a transformational leader serves and is focusses on the interests of others and the greater good of the organisation
- Transformational leaders actively interpret and shape the organisation’s shared meanings and provides identify for followers
- Effective social skills, building trust and collaborations - followers feel better about themselves
5
Q
What is Laissez-Faire leadership?
A
- Avoiding taking a stand
- Ignoring problems
- Not following up
- Refraining from intervening
- Leads to conflict and lack of achievement
6
Q
What is transactional leadership?
A
- Contingent reward
- Management by exception
- Leader rewards followers for specific behavoiurs
- Punishes non-conformity or lack of achievement
- Use power coming from organsitonal position and formal hirearchy
- Transactional leaders appeal to subordinate self-interest by establishing exchange relationship with them. This type of leadership involves managing in the traditional sense of clarifying subordinate responsibilities, rewarding them for meeting objectives and correcting them for failing to meet objectives
7
Q
What is management by exception?
A
- Active or passive
- Leader monitors deviations from performance standards and takes corrective action as necessary
8
Q
What is contingent reward?
A
Assigns or gets agreement on what needs to be done and promises rewards/actually rewards in exchange for satisfactory competition
9
Q
What are the problems with transactional leadership?
A
- Motivating and rewarding people with carrots and punishing them with sticks makes them feel like donkeys
- Lack of consideration for people’s ideas, needs and feelings
- Focuses only on planning, organising, directing and controlling - and manipulation by reward
- Does not develop people to their fullest potential and contribution
- Needed to some degree - context dependent, but too much will prevent positive organisational change
10
Q
What are the components of transformational leadership?
A
- Idealised influence
- Inspirational motivation
- Individualised consideration
- Intellectual stimulation
11
Q
What is idealised influence?
A
- Behaviour that conveys an ideal future that is better than the present
- The leader’s behaviour is aimed at inspiring followers to share in his or her intention: role model
- Displaying charisma
- Expressing confidence in the vision
- Personally taking full responsibility
- Displaying a sense of purpose, persistence and trust
- Emphasising accomplishments
- Gaining respect, trust and confident by personally demonstrating out of the ordinary ability
- Leads to trust, identification with the leader, and a desire to achieve to show support
12
Q
What is inspirational motivation?
A
- Passionate communication of better days ahead that motivates followers to buy into the leader’s vision
- Providing meaning and challenge
- Inspiring people by articulating exciting possibilities
- Communicating a clear vision
- Aligning organistoanl goals with individual goals
- Treating threats, problems and mistakes as opportunities
- Using appealing words and symbols
13
Q
What is individualised consideration?
A
- Behaviour that employs an individualised developmental model that responds to follower needs and concerns
- Showing concern for the individual
- Identifying individuals abilities and needs
- Providing matching challenges
- Providing opportunities to learn
- Delegating, coaching and giving developmental feedback
- Leads to a desire to improve and learn
14
Q
What is intellectual stimulation?
A
- Behaviour that challenges followers to think outside the box and re-examine old ways and methods
- Stimulating people’s intellect and imagination
- Questioning the status quo
- Encouraging imagination and creativty
- Using and encouraging intuition as well as logic
- Leads to willingness to think
15
Q
How can we differentiate between charismatic and transformational leadership?
A
- Charismatic leaders by nature are transformational, but not all transformational leaders and charismatic
- Charismatic leaders are labelled as such by the attributions of their abilities that their followers make, whereas transformational leaders are labelled as such because they actually have transformed (changed) their organisations
- Charismatic leaders tend to have an activist mind-set; transformational leaders are more strategic in their approach to maximising gains and avoiding threats
- Charismatic leaders tend to express their personal meaning or purpose in life at a much earlier age and use it as a driving force behind their vision
16
Q
What is the critical view of transformational leadership?
A
- Lakcs conceptual clarity
- Bias of answers based on perception
- Elitisit and undemocratic
- Suffers from heroic leadership bias
- Still focused on individual leader
- Context
