transformational leadership

44
The Drop Of Rain Makes A Hole In The Stone, Not By Violence, But By Often Falling- Lucretius Transformation is a constant process. Organisations has evolved and survived through transformations and transforming itself.

Upload: balkaran249

Post on 08-May-2015

868 views

Category:

Business


4 download

TRANSCRIPT

Page 1: Transformational leadership

The Drop Of Rain Makes A Hole In The Stone, Not By Violence, But By

Often Falling- Lucretius

Transformation is a constant process. Organisations has evolved and

survived through transformations and transforming itself.

Page 2: Transformational leadership

Transformational Leadership

Page 3: Transformational leadership

Transformational Leaders’ Role

– To be high impact – Challenge the norms– To be transformational – To have a vision of the way ahead– To be aware of the future– How to manage organisational Resources

Page 4: Transformational leadership

Transformational Leader

• Mendela Lead with• Wisdom• Understanding of ?• Organisation • People • Future• Visionary!!

Page 5: Transformational leadership

histor

Page 6: Transformational leadership

Page 7: Transformational leadership
Page 8: Transformational leadership
Page 9: Transformational leadership

I AM A TRANSFORMATIONAL LEADER

• I CAN TRANSFORM THE ORGANISATION• I UNDERSTAND ORGANISATION

TRANSFORMATION• I WILL TRANSFORM MY SELF• I WILL DEVELOP MY ABILITY TO TRANSFORM

OTHERS• I WILL LEAD OTHERS TO SUCCESS • I WILL DEVELOP PEOPLE POTIENTIAL• MY FOCUS IS THE ORGANISATION FUTURE

Page 10: Transformational leadership

Transformational LeadershipWhat Is Leadership? What Is

Transformational Leadership? What Is Management?

Handy- The age of paradox, The age of unreason, Northouse, P.G. (2007) Leadership Theory, Kouzes and Posner’s, Bennis and Nanus , Howard Gardner, Basic Books, 1999

Page 11: Transformational leadership

What Is Leadership?Mullins (2007) defines merely leadership as:

the relationship through which one person influences the behavior or actions of other people.

Robbins (sited in Capon) is “the ability to influence a group towards the achievement of goals”, completing that many times leadership is associated with the role of manager....

Page 12: Transformational leadership

CONTINUUM OF LEADERSHIP ACTIONS

• INSPIRE INFLUENCE MOTIVATE DIRECTION

PARTICIPATIVE AUTHORITATIVE EXAMPLE ACTION

Page 13: Transformational leadership

Transformational Leadership

Page 14: Transformational leadership

Transformational Leadership

• A process that changes and transforms people. It is concerned with emotions, values, ethics, standards and long term goals and includes assessing followers motives, satisfying their needs, and treating them as full human beings.

• northouse

Page 15: Transformational leadership

Transformational Leadership

• Incorporates charismatic and visionary leadership and though the leader plays a pivotal role in precipitation change, followers and leaders are inextricably bound together in the transformation process.

Page 16: Transformational leadership

Transformational Leadership

• The process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.

Page 17: Transformational leadership

Transformational Leadership

• It describes how leaders can initiate, develop and carry out significant changes in organizations.

• Rather than being a model that tells leaders what to do, transformational leadership provides a broad set of generalizations of what is typical of leaders who are transforming or who work in transforming contexts

• Provides a general way of thinking about leadership that emphasized ideals, inspiration, innovation and individual concerns.

Page 18: Transformational leadership

Transformational Leadership

• Charisma – A special personality characteristic that gives a

person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader.

– Charismatic leaders act in unique ways that have specific charismatic effects on their followers

Page 19: Transformational leadership

Transformational Leadership Factors The Four I’s

• Idealized Influence- describes leaders who act as strong role models for followers. Followers identify with these leaders and want very much to emulate them

• Inspirational Motivation- leaders who communicate high expectations to followers and inspire them through motivation to become committed to and a part of the shared vision

• Intellectual Stimulation- leadership that stimulates followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader

• Individual consideration- leaders who provide a supportive climate in which they listen carefully to the individual needs of the followers

Page 20: Transformational leadership

Transformational Leadership

• Bennis and Nanus research– Leaders had a clear vision of the future state of

their organizations– Leaders were social architects for their

organizations– Leaders created trust in their organizations by

making their own positions clearly known and then standing by them

– Leaders used creative deployment of self through positive self-regard

Page 21: Transformational leadership

Transformational Leadership

• Transformational Leadership maximizes the human potential within any organization, thereby lowering headcount and cost, increasing ROI and improving retention rates of high performing employees and leaders.

Page 22: Transformational leadership

Transformational Leadership

Pros- It has been widely researched since 1970’s- It has an intuitive appeal (consistent with society’s

popular notion of what leadership means)- It treats leadership as a process that occurs between

followers and leaders- It provides a broader view of leadership that augments

other leadership models- It places a strong emphasis on followers needs, values,

and morals- Evidence supports this theory – it does work!

Page 23: Transformational leadership

Transformational LeadershipCons- lacks clarity – it is difficult to define the parameters - Difficult to measure. Idealized influence, inspirational

motivation, intellectual stimulation and individualized consideration are all similar and can be hard to make distinct from each other

- Transformational leadership can be seen as a personality trait or personal disposition rather than a behavior in which people can be instructed

- It is elitist and antidemocratic because it gives the impression that the leader is acting independently of the followers

- It has the potential to be abused - It only works in situations that require change! This may not

work in an organization that is not open for a tranformation.

Page 24: Transformational leadership

Transformational LeadershipPoints to note

• Transformational leadership does not limit itself to a particular style of leadership.

• The appropriate style would be assessed by the leaders and the required method apply at particular periods within the process

• There is no best or worst leadership style

• The organisation and nature of the business would determine the best options

Page 25: Transformational leadership

Bennis & O’Toole 0n Leadership*

• “Leadership is a combination of personal behaviors that allow an individual to enlist dedicated followers and create other leaders in the process.”

• “…they demonstrate integrity, provide meaning, generate trust, and communicate values.”

• “…they energize their followers, humanely push people to meet challenging goals, and all the while develop leadership skills in others.”

• “Real leaders, in a phrase, move the human heart.”• An effective leader is a “pragmatic dreamer.”

* “Don’t Hire the Wrong CEO,” Warren Bennis and James O’Toole, Harvard Business Review, May-June 2000.

Page 26: Transformational leadership

Leading Change

• According to Kotter, there is an eight-stage process of creating change: *– Establishing a sense of urgency– Creating the guiding coalition– Developing a vision and strategy– Communicating the change vision

* Leading Change, John P. Kotter, Harvard Business School Press, 1996.

Page 27: Transformational leadership

Leading Change

– Empowering broad-based action

– Generating short-term wins

– Consolidating gains and producing more change

– Anchoring new approaches in the culture

Page 28: Transformational leadership

Leadership *

• “… the key…to leadership, as well as to the garnering of a following, is the effective communication of a story.”

• “… the most fundamental stories fashioned by leaders concern issues of personal and group identity…”

• “… must in some way help their audience members think through who they are.”

* Leading Minds, Howard Gardner, Basic Books, 1995.

Page 29: Transformational leadership

Leadership *

• “The most powerfully transforming executives possess a paradoxical mixture of personal humility and professional will.”

• “They are timid and ferocious. Shy and fearless.”

• “They are rare -- and unstoppable.”

“Level 5 Leadership,” Jim Collins, Harvard Business Review, January 2001.

Page 30: Transformational leadership

The Business Cycle

Product Promotion Advertising Marketing Service

Develop- ment Start-Up Growth Maturity Decline

Cash Flow: - - - + ++ +

Drivers ofGrowth Sustaining

Strategies

Page 31: Transformational leadership

Different Stages in the Business Cycle Call Requires Different Leadership Qualities

• Development – Visionary• Start-up – Entrepreneur, salesperson• Growth – Promoter, salesperson, visionary• Maturity – Marketer, manager• Decline – Customer relationship management

(CRM)

Page 32: Transformational leadership

Leadership: Vision and the transformational leader

Point A

Point B

The Business Cycle

* The Age of Paradox, Charles Handy, Harvard Business School Press, 1994

Page 33: Transformational leadership

Leadership: Vision - Adapted to Transformational Leadership*

Point A

Point B

The leadership cycle

*adapted :lecture

Page 34: Transformational leadership

Leadership Must Recognize Changes

• By the time you realize where to go it is to late• The world keeps changing – one of the

paradoxes of success • Things that got you where you are may not be

sufficient for the future.

• If you think so you may end up in smokey & bunty to drown your sorrows

Page 35: Transformational leadership

Leadership: Vision

Point A

Point B

The Business Cycle

Leader’sNew Direction

Page 36: Transformational leadership

Transformational Leadership: Vision

Point A

Point B

The leadership Cycle – Creating the future

Leader’sNew Direction

Page 37: Transformational leadership

Transformational Leadership: Vision

Point A

The leadership Cycle – Creating The Future

Point B- Move the business foward

Page 38: Transformational leadership

The Conceptual Doughnut &Transformational leadership

Duty

Page 39: Transformational leadership

The Conceptual Doughnut

The open around

Duty

Page 40: Transformational leadership

The Conceptual Doughnut

The open around

Duty SPACE TO MAKE A

DIFFERENCE

Page 41: Transformational leadership

Who is The Transformational Leader?

•The individual who goes beyond duty• See not only the conceptual doughnut•The individual with the responsibility and who understand the responsibility that the future is theirs•Those recognizing that the tomorrow is new and today is past•Become the priests – a job with a visible core but no boundries

Page 42: Transformational leadership

Who is The Transformational Leader?

•The last year could have always been better•Entrepreneural •One for whom enough is never enough•The one with the unremitting effort to fill the space beyond core

Page 43: Transformational leadership

The Challenge For The Transformational Leader?

•The challenges and opportunities are •Finding methods to inspire people •Transferring the vision•Commanding Confidence, coercing and pleasing all (rewarding)•Avoid errors•Empowering sufficiently•Cannot get it wrong•Got it right but not right as it could be – the full possibilities were not explored

Page 44: Transformational leadership

Reference • Cummings & Worley (2004) Organisation Development & Change, Thomson Publishing.• Bradford & Burke (2005) Re-inventing organisation development, Wiley Publication.• French & Bell (1999) Organisational development: Behavioural science interventions for organisation

improvement, Prentice Hall Publication. • French, Wendy (et al) (2004) Organisation development & transformation: Managing effective change, McGraw-

Hill.• Stacy, Ralph (2000) Strategic Management & organisational dynamics: The challenge of complexity, FT/Prentice

Hall.• Morgan, Gareth (2006) Images of organisation, Sage Publication.• Handy, Charles (2002)Age of Un-reason, Pitman• Handy, Charles (1993)Understanding organisations, Penguin• Schein, Edgar (1998) Process consultation revisited, Prentice Hall• Schien & Gallos (2006) Organisational Development, Jossey Bass Publication• Burnes, Bernard (2004) Managing change: A strategic approach to organisational dynamics, Prentice Hall• Oppenheim, A.N.(1992) Questionnaire design, interviewing and attitude measurement• Slide share-Great lakes institute of management • Leading Change, John P. Kotter, Harvard Business School Press, 1996. • Notrhouse , 4th edition Transformational Theory Chapter 9• Don’t Hire the Wrong CEO,” Warren Bennis and James O’Toole, Harvard Business Review, May-June

2000.• Jim Collins, Harvard Business Review, January 2001