HROB 2010- Chapter 08.docx - Chapter 08 Transformational Leadership Description Part of the \u201cnew leadership\u201d paradigm\u2026 more attention to the

HROB 2010- Chapter 08.docx - Chapter 08 Transformational...

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Chapter 08- Transformational Leadership Description Part of the “new leadership” paradigm… more attention to the charismatic and affective elements of leadership Popularity might be due to its emphasis on intrinsic motivation and follower development… fits the needs of today’s work groups, who want to be inspired and empowered to succeed in times of uncertainty Process that changes and transforms people… concerned with emotions, values, ethics, standards, and long-term goals Assessing followers’ motives, satisfying their needs, and treating them as full human beings Influence that moves followers to accomplish more than what is expected of them… incorporates charismatic and visionary leadership Describes a wide range of leadership… one-to-one level to influence individuals to very broad attempts to influence who organizations Focuses so heavily on the relationship between leader and follower that some may say it is biased Transformational Leadership Defined Leaders as the people who tap the motives of followers in order to better reach the goals of leaders and followers Transformational vs. Transactional Leadership Transactional leadership: exchanges that occur between leaders and their followers o E.g. managers who offer promotions to employee’s who surpass their goals o E.g. a professor giving you a grade o Very common and can be seen at many levels of all types of organization o Employee’s prefer transformational leadership behaviours Transformational leadership: a person engages with others and creates a connect that raises the level of motivation and morality in both the leader and the follower o Attentive to needs and motives of followers and tries to help followers reach their fullest potential o E.g. manager who attempts to change their company’s corporate values to be more humane o Result in positive psychological gains for both leader and follower Pseudotransformational Leadership Leaders who are self-consumed, exploitive, and power oriented, with warped moral values o E.g. Hitler Considered personalized leadership… focuses on the leaders’ own interests rather than on the interest of others Christie, Barling and Turner found four components of transformational leadership: o Idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration o Suggests that pseudotransformational leadership is inspired leadership that is self- serving, is unwilling to encourage independent thought in followers, and exhibits little general care
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Authentic transformational leadership (socialized leadership) is concerned with the collective good… transcend their own interest for the sake of others o Positively affects followers’ moral identities and moral emotions… leads to moral decision making and moral action by the followers o Positively associated with group ethical climate, decision making and moral action Transformational Leadership and Charisma
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