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Day 4 AM Objectives• Organizational change leadership• Create a definition of transformational leadership• Strategic and executive change leadership –

understand how enterprise level change impacts throughout – up, down, inward, outward (client, marketplace)

• 5D thinking – understanding and using multiple perspectives

• Creating a Plan That Works – Mapping the Transitional Time Line

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Motivational Theories

Needs Individual Differences

Cognitive Situational

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Maslow

• Does your strategy threaten their current statusd on the pyramid?

• Does your strategy threaten anything in their circle of motivation?

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Understanding Motivation

• Maslow’s Hierarchy of Needs – The Pyramid of Motives

• The Bulls Eye of Context• How does this affect an

executive’s global communication strategy and positioning?

bullseye

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Motivating & Influencing Others

• Is it easier to motivate people to take action when the context is closer or further away from the bulls eye?

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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsThe Pyramid of MotivesThe Pyramid of Motives

Existence Needs

Relationship Needs

Fulfillment Needs Self-fulfillmentSelf-fulfillmentSelf-actualizationSelf-actualization

EsteemEsteem(Self-respect & feelings of

success)

Achievement Achievement (according to societal

norms),love & feelings of belonging

SafetySafety(security, order, stability)

Physiological NeedsPhysiological Needs(Hunger, thirst, shelter, body comforts, heat, etc.)

External

Internal

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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsThe Pyramid of MotivesThe Pyramid of Motives

Existence Needs

Relationship Needs

Fulfillment Needs Self-fulfillmentSelf-fulfillmentSelf-actualizationSelf-actualization

EsteemEsteem(Self-respect & feelings of

success)

Achievement Achievement (according to societal

norms),love & feelings of belonging

SafetySafety(security, order, stability)

Physiological NeedsPhysiological Needs(Hunger, thirst, shelter, body comforts, heat, etc.)

External

Internal

What happens when the pyramid is disrupted?

How can a leader counteract the disruption to a team, an individual contributor, and the organization’s culture.

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Maslow’s HierarchyMaslow’s Hierarchy

Self-fulfillmentSelf-fulfillmentSelf-actualizationSelf-actualization

Transcendence: Transcendence: To help others find To help others find self-fulfillment and self-fulfillment and

realize their potentialrealize their potential

Self-Actualization: to Self-Actualization: to find self-fulfillment and find self-fulfillment and realize one’s potentialrealize one’s potential

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Leader Motives

• Leader’s need for power– personalized– socialized– measurable (projective tests)

• Thematic Apperception Test• Miner’s Sentence Completion Scale

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Thematic Apperception Test

• Write a story about a picture

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Leadership Motive Patterns

• Successful Managers– Defined: High subordinate morale and

productivity– Above average power– Achievement > affiliation– Moderate levels of activity inhibition

• ATT, 1982– High achievement => successful low level mgr– Moderate - high power, low affiliation, and high

inhibition => successful other managers– r = .33

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Motivation to Manage vs. Sources of Power

Sources of Power Motivation to Manage

Expert Willingness to do routine tasks

Referent Relationships with authority

RewardDesire for recognition & advancement

Coercive Activity & assertiveness

LegitimateVisible difference from followers; Desire to exert influence

The top 10% in career advancement were high in both task and relations orientation.The bottom quarter were laissez faire.

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Implications

• Leader effectiveness = f(need for [socialized] power, situation, degree of inhibition)– Measured by

• performance ratings, promotions• organization performance

• Limitations of study results– Inconsistent results (technical vs non-technical)– Effective leaders inhibit own needs– Interactions between leader & follower needs

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Transformational and Transactional Leadership

• Leadership and Performance Beyond Expectations, Bass, 1985

• Contrast between transformational & transactional leaders’ skills & abilities– vision, rhetorical skills, etc.– ability to develop strong emotional bonds

with followers– inspiration ability– reliance on goal-setting and rewards

• Something we won’t talk about: laissez-faire leadership

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Multifactor Leadership Questionnaire

Tra

nsf

orm

ati

on

al

Transactional Hi

Hi

Lo

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MLQ Factors

• Leader behaviors– Transformational– Transactional– Laissez-faire

• Leader effectiveness– Extra effort– Effectiveness– Satisfaction

Based on 3600 ratings

18MLQ Transformational Factors

Idealized attributesIdealized behaviors

Inspirational motivation

Individualized consideration

Intellectual stimulation

Charismatic qualities

Vision & character

Coaching & concern

Follower alignment

Take a stand

Clarify purpose

Consider ethicsSet high standardsEnthusiasm

Encouragement

Individual needs

ListeningCoaching

Challenge assumptions

Encourage dialog

Stimulate ideas

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MLQ Transactional Factors

Contingent reward

Active management-by-exception

Passive management-by-exception

Goals, rewards, & resources

Performance monitoring &

correction

Extreme problem attention

Path-Goal transactions

Clarify expectations

Negotiate

Enforce rules

Correct mistakes

Wait for problems

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MLQ Laissez Faire Factors

• Avoid responsibilities• Absent at critical times• Failure to follow through• Avoid expressing

opinions on critical issues

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• 33 independent empirical studies• Measures of performance in banks, military,

state, oil drilling (financial, combat readiness, department performance)

MLQ ValidationLowe, Kroeck, & Sivasubramaniam (1996)

-0.10

0.10.20.30.40.50.60.70.80.9

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Contin

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Inte

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Charis

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Insp

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Co

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Objective

Subjective

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MLQ Implications for Transformational Leadership

• Additional attributes and qualities explain variance related to leadership outcomes

• Generalizes across types of organization and hierarchy levels

• Providing a better understanding of leader’s disposition => better selection, training, results

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Transitional Timeline

Determine the ending phase that you want to move them to on the Transitional Timeline™. Your influencing goal might not be to complete the Transitional Timeline™. For example, if someone is resisting listening to your ideas during meetings, you simply might want them to explore some options.

NOTE: The Transitional Timeline model can be shortened or extended, heightened or compressed within any phase.

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Positive Emotional Impact

Peak Performance Zone

1. D

en

ial

2. R

esis

tan

ce

3. S

ab

ota

geNegative

Emotional

Impact

4. Depths of Suffering

5. Exploration6. Acceptance

7. Narrowing Options8. Making Decisions

9. Commitment10. Achievement

* * * * * * * * * * * *

Transitional Time Line™

Heighten

Lessen

Shorten

Emotional Impact Time Line Periods