Sessie 8: Charismatic and
transformational leadership
From transactional to transformational leadership: Learning to share
the vision (Bass)
LEADERSHIP TODAY
Managers engage in a transaction with their employees: They explain what is required of
them and what compensation they will receive if they fulfill these requirements.
Two factors that characterize modern leadership were found in many of these
behaviors. One factor—initialing and organizing work—concentrates on
accomplishing the tasks at hand. The second factor —showing consideration for
employees — focuses on satisfying the self-interest of those who do good work.
By contrast, employees who do not do good work are penalized.
This kind of leadership, which is based on transactions between manager and
employees, is called "transactional leadership."
Moreover, whether the promise of rewards or the avoidance of penalties motivates
the employees depends on whether the leader has control of the rewards or
penalties, and on whether the employees want the rewards or fear the penalties.
TRANSFORMATIONAL LEADERSHIP
Superior leadership performance — transformational leadership — occurs when leaders
broaden and elevate the interests of their employees, when they generate awareness and
acceptance of the purposes and mission of the group, and when they stir their employees to
look beyond their own self-interest for the good of the group.
Attaining charisma in the eyes of one's employees is central to succeeding as a
transformational leader.
Transformational leaders are individually considerate, that is, they pay close
attention to differences among their employees.
Intellectual stimulation of employees is a third factor in transformational leadership.
1
, THE BIG PAYOFF
Managers who behave like transformational leaders are more likely to be seen by their
colleagues and employees as satisfying and effective leaders than are those who behave
like transactional leaders.
EXTRA EFFORT FROM BELOW
Transformational leaders have better relationships with their supervisors and make more of a
contribution to the organization than do those who are only transactional.
DIFFERENT STYLES OF TRANSFORMATIONAL LEADERSHIP
Yet transformational leaders vary widely in their personal styles.
TRANSFORMATIONAL LEADERS MAKE THE DIFFERENCE BETWEEN SUCCES AND
FAILURE
Leadership makes its presence felt throughout the organization and its activities. We have
found that employees not only do a better job when they believe their supervisors are
transformational leaders, but they also are much more satisfied with the company's
performance appraisal system.
Transformational leadership should be encouraged, for it can make a big difference in
the firm's performance at all levels.
In fact, much can be done to improve leadership in an organization and to change the
presiding style from transactional to transformational. The overall amount of
transformational leadership in an organization can be increased substantially by
suitable organizational and human resources policies.
Implications for corporate image:
A firm that is permeated with transformational leadership from top to bottom conveys
to its own personnel as well as to customers, suppliers, financial backers, and the
community at large that it has its eyes on the future; is confident: has personnel who
are pulling together for the common good; and places a premium on its intellectual
resources and flexibility and on the development of its people.
Implications for recruiting:
Candidates are likely to be attracted to an organization whose CEO is charismatic
and enjoys a public image as a confident, successful, optimistic, dynamic leader. In
addition, prospects are likely to be attracted by interview experiences with other
members of management who exhibit individualized consideration.
Implications for selection, promotion, and transfer:
Direct reports, peers, and/or supervisors can be asked to describe the manager's
current leadership with the Multifactor Leadership Questionnaire; their responses
should be considered when decisions are made regarding a manager's promotion or
transfer into a position of greater supervisory responsibility. Feedback from these
results can also be used for counseling, coaching, and mentoring.
Further, the organization can tap the personal characteristics and strengths that
underlie the manager's transformational behavior.
Implications for development:
2
transformational leadership
From transactional to transformational leadership: Learning to share
the vision (Bass)
LEADERSHIP TODAY
Managers engage in a transaction with their employees: They explain what is required of
them and what compensation they will receive if they fulfill these requirements.
Two factors that characterize modern leadership were found in many of these
behaviors. One factor—initialing and organizing work—concentrates on
accomplishing the tasks at hand. The second factor —showing consideration for
employees — focuses on satisfying the self-interest of those who do good work.
By contrast, employees who do not do good work are penalized.
This kind of leadership, which is based on transactions between manager and
employees, is called "transactional leadership."
Moreover, whether the promise of rewards or the avoidance of penalties motivates
the employees depends on whether the leader has control of the rewards or
penalties, and on whether the employees want the rewards or fear the penalties.
TRANSFORMATIONAL LEADERSHIP
Superior leadership performance — transformational leadership — occurs when leaders
broaden and elevate the interests of their employees, when they generate awareness and
acceptance of the purposes and mission of the group, and when they stir their employees to
look beyond their own self-interest for the good of the group.
Attaining charisma in the eyes of one's employees is central to succeeding as a
transformational leader.
Transformational leaders are individually considerate, that is, they pay close
attention to differences among their employees.
Intellectual stimulation of employees is a third factor in transformational leadership.
1
, THE BIG PAYOFF
Managers who behave like transformational leaders are more likely to be seen by their
colleagues and employees as satisfying and effective leaders than are those who behave
like transactional leaders.
EXTRA EFFORT FROM BELOW
Transformational leaders have better relationships with their supervisors and make more of a
contribution to the organization than do those who are only transactional.
DIFFERENT STYLES OF TRANSFORMATIONAL LEADERSHIP
Yet transformational leaders vary widely in their personal styles.
TRANSFORMATIONAL LEADERS MAKE THE DIFFERENCE BETWEEN SUCCES AND
FAILURE
Leadership makes its presence felt throughout the organization and its activities. We have
found that employees not only do a better job when they believe their supervisors are
transformational leaders, but they also are much more satisfied with the company's
performance appraisal system.
Transformational leadership should be encouraged, for it can make a big difference in
the firm's performance at all levels.
In fact, much can be done to improve leadership in an organization and to change the
presiding style from transactional to transformational. The overall amount of
transformational leadership in an organization can be increased substantially by
suitable organizational and human resources policies.
Implications for corporate image:
A firm that is permeated with transformational leadership from top to bottom conveys
to its own personnel as well as to customers, suppliers, financial backers, and the
community at large that it has its eyes on the future; is confident: has personnel who
are pulling together for the common good; and places a premium on its intellectual
resources and flexibility and on the development of its people.
Implications for recruiting:
Candidates are likely to be attracted to an organization whose CEO is charismatic
and enjoys a public image as a confident, successful, optimistic, dynamic leader. In
addition, prospects are likely to be attracted by interview experiences with other
members of management who exhibit individualized consideration.
Implications for selection, promotion, and transfer:
Direct reports, peers, and/or supervisors can be asked to describe the manager's
current leadership with the Multifactor Leadership Questionnaire; their responses
should be considered when decisions are made regarding a manager's promotion or
transfer into a position of greater supervisory responsibility. Feedback from these
results can also be used for counseling, coaching, and mentoring.
Further, the organization can tap the personal characteristics and strengths that
underlie the manager's transformational behavior.
Implications for development:
2
