NOT FOR SALE OR DISTRIBUTION Contemporary …

1 Jones & Bartlett Learning, LLC Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION ChNOT. apter FOR SALE OR DISTRIBUTION . 6. Jones & Bartlett Learning, LLC Jones & Bartlett Learning, LLC. Contemporary Theories NOT FOR SALE OR DISTRIBUTION NOT FOR SALE OR DISTRIBUTION . of Leadership Jones & Bartlett Learning, LLC Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION Brent J. Goertzen NOT FOR SALE OR DISTRIBUTION . A leader's role is to raise people's aspirations for what they can become and to release their energies so they will try to get there. Jones & Bartlett Learning, LLC David Gergen, director Jones & Bartlett of the Center for Learning, LLC. Public Leadership, NOT FOR SALE OR DISTRIBUTION NOT. Harvard Kennedy FOR. School (fromSALE OR DISTRIBUTION . ). Jones & Bartlett Learning, LLC Jones & Bartlett Learning, LLC.

2 NOT FOR SALE OR DISTRIBUTION NOT FOR SALE OR DISTRIBUTION . O InTroduCTIon The publication in 1978 of Leadership, James MacGregor Burns's bestselling Jones book on political & Bartlett Learning,leadership, LLCmarked O. Jones Transforming TransformIng LeadershIp and TransformaTIonaL LeadershIp & Bartlett Learning, LLC. Leadership a major transition in the development NOT FOR SALE OR DISTRIBUTION of leadership the- NOT FOR SALE OR DISTRIBUTION . Burns (1978) is credited with revolutionizing scholars'. ory. Much of the research in leadership since then has and practitioners' view of leadership. Burns defined been largely influenced by his definition of transform- transforming leadership as occurring when one or more ing leadership. Burns was the first to conceptualize persons engage with others in such a way that leaders leadership as a social process that involves both leaders Jones & Bartlett Learning, LLC Jones & Bartlett and followers Learning, raise one another toLLC.

3 Higher levels of moti- and followers interacting and working together to NOT FOR SALE OR DISTRIBUTION NOT vation FOR andSALE OR DISTRIBUTION . morality (p. 20). Although initially starting achieve common interests and mutually defined ends. His theory clearly elevated the significance of followers out separate (and perhaps even unrelated), the purposes and the leader follower relationship in the leadership of both leaders and followers become fused. Leaders play equation. a major role in shaping the relationship with followers. Jones & Bartlett Learning, This chapter reviews Burns's transforming leader- LLC. Burns believed that leaders are commonly Jones &more Bartlett skillfulLearning, LLC. NOT FOR SALE OR DISTRIBUTION . ship theory and subsequent research that emerged as a NOT FOR SALE.

4 In evaluating followers' motives, anticipating their OR DISTRIBUTION . result of his perspective. Also described are other con- responses to an initiative, and estimating their power temporary leadership theories that emphasize the impor- bases, than the reverse (p. 20). tance of the followers' role in leadership, such as the Transforming leadership has an elevating effect on Jones &. postindustrial Bartlett paradigm Learning,leader member of leadership, LLC Jones both the leader and the&led Bartlett because itLearning, LLC. raises the level of NOT FOR SALE OR DISTRIBUTION . exchange (LMX) theory, followership, and servant NOT FOR SALE OR DISTRIBUTION . human conduct and interaction. In the end, transforming leadership. leadership is a moral process because leaders engage with Jones & Bartlett Learning, LLC Jones & Bartlett Learning, LLC.

5 NOT FOR SALE OR DISTRIBUTION NOT FOR SALE OR DISTRIBUTION . 83. Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION . 84 seCTIon 2: Leadership Theory Jones & Bartlett Learning, LLC Jones & Bartlett Learning, LLC. followers based on shared motives, values, and goals. Bass asserted that leaders demonstrating transforma- NOT FOR SALE OR DISTRIBUTION NOT FOR SALE OR DISTRIBUTION . Transforming leadership contrasts with transactional tional leadership typically engage in several categories of leadership, whereby the leadership relationship is limited behaviors. These behaviors typically enhance follower to the leader's ability to appeal to followers' self-interest motivation and performance. for the purpose of an exchange of valued things. According to Bass (1985), transformational leaders Jones & Bartlett Learning, LLC Jones & Bartlett Learning, LLC.

6 Burns asserts that only followers can ultimately are able to achieve three things: (1) make followers aware NOT FOR SALE OR DISTRIBUTION . define their true needs. This implies that followers must NOT FOR SALE OR DISTRIBUTION . of the importance of task outcomes, (2) induce followers maintain freedom of choice between real alternatives. to transcend personal interest for the sake of the team or Transforming leaders operate at the highest stages of organization, and (3) move followers toward higher- moral development. Burns (1978) asserted that trans- order needs. Jones forming & Bartlett leaders Learning, are guided LLC ethical by near-universal As a Jones result, & Bartlett followers feel moreLearning, confidence in LLCthe NOT FOR SALE OR DISTRIBUTION . principles of justice such as equality of human rights and NOT FOR SALE OR DISTRIBUTION .

7 Leader and report feeling greater trust, admiration, loy- respect of individual dignity (p. 42). alty, and respect, especially when they are motivated to Nonetheless, transforming leadership is grounded in do more than they originally expected. Although numer- conflict. Conflict is often compelling, because it galva- ous dimensions of transformational leader behaviors Jones & Bartlett Learning, LLC. nizes and motivates people. Leaders do not shun conflict; Jones have&been Bartlett Learning, theorized LLC it is commonly and researched, NOT FOR SALE OR DISTRIBUTION . they embrace it by both shaping and mediating conflict. NOT FOR SALE. accepted OR DISTRIBUTION . that transformational leader behaviors comprise Leaders are able to discern signs of dissatisfaction among four categories: (1) idealized influence, (2) individualized followers and take the initiative to make connections consideration, (3) inspirational motivation, and (4) intel- with followers.

8 The power in transforming leadership lectual stimulation (Bass, 1997). comes by recognizing Jones & Bartlett the varying needs and Learning, motives of LLC Transactional leadership behaviors Jones refer & Bartlett Learning, LLC. to activities potential followers NOT FOR SALE. and elevating them to OR DISTRIBUTION . transcend per- that help clarify expectations NOT forFOR. directSALE. reports,OR helpDISTRIBUTION. sonal self-interests. Followers are mobilized by leaders' direct reports achieve desired rewards and avoid punish- ability to appeal to and strengthen those motives through ments, and help facilitate desired outcomes (Avolio &. word and action. Bass, 1988). Transactional leader behaviors commonly Jones & Bartlett Learning, LLC comprise three Jones & Bartlett categories: Learning, (1) contingent LLC.

9 Reward, (2). Leadership Points NOT FOR SALE OR DISTRIBUTION to Ponder management NOT FOR SALE OR DISTRIBUTION . by exception active, and (3) management Leadership is not magnetic personality that can just by exception passive. as well be a glib tongue. It is not making friends and Although transformational and transactional leader influencing people; that is flattery. Leadership is lift- behaviors are distinct, they are not necessarily mutually ing a person's vision to higher sights; the raising of a exclusive. Effective leaders, Bass asserted, make use of Jones & Bartlett Learning, LLC Jones & Bartlett Learning, LLC. person's performance to a higher standard, the build- both types of leadership. Whereas transformational NOT FOR SALE OR DISTRIBUTION . ing of a personality beyond its normal limitations.

10 NOT FOR SALE OR DISTRIBUTION . leader behaviors enlist enthusiasm and commitment, Peter F. Drucker (from ) transactional leadership behaviors achieve compliance with leader requests. Recent versions of transformational and transactional Jones & Bartlett Learning, LLC Jones & Bartlett Learning, LLC. Transformational Leadership theory include a third category of leadership: laissez- NOT FOR SALE OR DISTRIBUTION NOT FOR SALE OR DISTRIBUTION . Bass (1985, 1996) built upon Burns's (1978) original faire. This category represents an absence of effective ideas of transforming leadership. He began empirically leadership and describes the type of leader who is passive examining the theory and calling his revised theory or indifferent to direct reports. Taken together, the three transformational leadership.