transformational culture leadership
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DESCRIPTIONPresentation for the Midwest Academy of Management. The intersection of transformational leadership, organizational citizenship behavior and organizational learning culture creates an organizational culture environment of increasing adaptability, productivity and sustainability.
- 1. TransformationalCulture Leadership Jon R. Wallace, MA Siena Heights University/Lake Michigan College
2. Leadership never occurs in avacuum. Organizational culturechange improving results andprofitability require engagedfollowers whose hearts have beenmoved by a vision communicatedand demonstrated by those inpower. (Deal, 1982; Avolio 1999; Senge, Kleiner, Roberts, Ross, & Smith, 1994; Kouzes & Posner, 2007). 3. Organizational LearningExperienceKnowledge Purpose (Senge, et al., 1994). 4. Organizational Citizenship Behavior Rules Collaboration Governance Good Sports Altruistic Group and the Organization over self- interests (VanYperen, Vandenberg, & Willering, 1999; Krishnan & Arora, 2008). 5. The Full Range of LeadershipTransformational/ServantTransactional(ContingentReward)MBE(Passive/Aggressive)LaissezFaire (Avolio 1999; Bass & Riggio, 2006) 6. Leaders Self Knowledge Directly impactsfollowers: Job satisfaction Engagement Autonomy Adaptability Cohesiveness Collaboration (Goleman 1995, 2002; Tekleab, et al., 2008; Feinberg, et al., 2005;Wang and Huang, 2009) 7. Idealized Influence Admiration, trust & respect Modeling the way Joint risk & empowerment Vision, passion & integrity Moral standards(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Bennis, 2009; Northouse, 2007; Senge, et al., 1994). 8. Inspirational Motivation EmotionalSymbolism Sharing Vision Engagement Charismatic Followers feelvalued(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Barbuto, 2005; Goleman, 1995, 2002; Northouse, 2007; Senge, et al., 1994). 9. Individualized Consideration Transformational leadershippractices build psychological capital with followers which enhances their internalmotivation and organizationallearning culture. (Gooty, Gavin, Johnson, Frazier and Snow, 2009) 10. Intellectual Stimulation Organizational learning culture Commitment to increased complexity Increased individual skill mastery Increased OCB(Joo & Lim, 2009; Gerhardt & Lulzadis, 2009; Gerhardt, Ashenbaum & Newman, 2009). 11. Organization Citizenship Behavior TL + OCB = higherfollower performance Healthy debate (adaptiveconflict) is required Leaders behavior is key Leaders OCB andfollowers OCB are notalways equal or directlyrelated.(Boerner, Eisenbeiss & Gresser, 2007; Heifitz, 1994; Krishnan & Arora, 2008) 12. Org Culture & Change Beyond historical Processes, structure, st rategy, mission, vision & values Time factor Communication Shared vision(Avolio, 1999; Schein 1999, 2004; Mallinger, Goodwin & OHara 2009;Pepper, 1999; Kotter & Cohen, 2002, 13. Theoretical 14. (Bass et al., 2003; Biswas, 2009; Barbuto, 2005; Boerner & Griesser, 2007; Rowold& Roman, 2009; Sarros, Cooper, & Santora, 2008; Wang & Huang, 2009; Wolfram &Mohr, 2009; Kotter & Cohen, 2002). 15. Gallop The 12 Key Elements1. I know what is expected of me at 8. The mission or purpose of my work. company makes me feel my job2. I have the materials and equipmentis important. I need to do my work right.9. My associates or fellow3. At work, I have the opportunity toemployees are committed to do what I do best every day.doing quality work.4. In the last seven days, I have 10.I have a best friend at work. received recognition or praise for doing good work. 11.In the last six months, someone5. My supervisor, or someone at work,at work has talked to me about seems to care about me as a person. my progress.6. There is someone at work who 12.This last year, I have had encourages me development.opportunities at work to learn7. At work, my opinions seem to count. and grow. Wagner, R & Harter, J.K. (2006). 12: the elements of great managing. NewYork, NY. Gallup Press 16. Gardner The 7 RsReasonResearchResonanceRedescriptionsResources and RewardsReal World EventsResistancesGardner, Howard (2006). Changing Minds: The Art and Science of Changing Our Own and Other Peoples Minds. Boston, MA. Harvard BusinessPublishing 17. Theoretical(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Martin, R. 2009) 18. The ResearchFor profit Hotel Non profit youthorganization 19. The Research Conducted May 2010 September 2010 On site with hotel daily Survey collection only with nonprofit MLQ (5x) Mallinger integrated culturalframework Final surveys January &February 2011 20. Initial MLQ 21. The Hotel 22. The Hotel18 months of customer surveysrevealed: A 2.76 out of 4.00 rating for the entire organization by guests. A 2.61 out of 4.00 for housekeeping department. A 2.00 out of 4.00 for the facilitys physical condition. 23. The Hotel Mission, Vision & Values 24. The Hotel 25. Employee Manuals 26. Employee Promise1. I will greet every guest & co- worker with smiling warmth & sincerity.2. I will be proactive in providing the highest levels of service & quality immediately to guests & co-workers.3. I will maintain the highest levels of integrity & respect for others. 27. The Hotel 28. HCL Employees FirstCustomer Maximizing the WOW in the value zone The Value ZoneEmployeeEnabling FunctionManagementIn a knowledge intensive and service intensive industries, value gets created in the interfacebetween the customer and the employeePillai, A. (2011). HCL 29. Results1. The hotel experienced their most profitable summer in five years.2. The hotel experienced their most profitable fourth quarter in over five years.3. Leadership got the results they wanted but didnt care what got them there enough to enable permanent change. 30. Results 31. Results 32. Results 33. Conclusion 34. Conclusion 35. Conclusion 36. Conclusion 37. Conclusion The specific tools leaders use within theirorganization are relative to the leader and theirfollowers. Organizational culture change can be positivelyeffected at least at the department level within ashorter period of time. Rewards dont necessarily mean money butYou get to keep your job is not a reward. If upper leadership isnt willing to model theway or isnt trustworthy, results will be mixedand may not be sustainable 38. (Bass et al., 2003; Biswas, 2009; Barbuto, 2005; Boerner & Griesser, 2007; Rowold& Roman, 2009; Sarros, Cooper, & Santora, 2008; Wang & Huang, 2009; Wolfram &Mohr, 2009; Kotter & Cohen, 2002).