Transformative Leadership

Dr. Adelaida L. Bago

Educational Leadership and Management Department

De La Salle University Manila

Transformative Leadership

• Transformative leadership is based on the concept of collaborative leadership

• Transformative is based on the principle of shared leadership

Transformative Leaders

• Transformative leaders are like "midwives" in that when the product is developed, the group will right say: "we did it ourselves."

Transformative Leaders

• Transformative leaders know what is happening in a group by listening quietly with their deepest self

Transformative Leaders

• Being open and attentive is more effective than being judgmental because people naturally tend to be good and truthful when they are being received in a good and truthful manner.

Transformative Leaders

•Transformative leaders work in any setting without complaint always acting so that all will benefit.

Leadership

Follower Situation

Leader

Leadership Variables

Leader Factor

• Task (Directive) BehaviorEstablishing well defined-patterns of

organization, channels of communication and ways of getting job done• Relationship (Supportive) Behavior

Maintaining personal relationships, providing socio-emotional support, and facilitating behavior

Follower Factor (Development Levels)

• Emotional Maturity

Commitment to complete a task

• Work Maturity

Degree of competence to complete a task

DEVELOPMENT LEVELS

• Level 1: Enthusiastic beginner- low competence and high commitment

• Level 2: Disillusioned learner-low/some competence and low commitment

• Level 3: Reluctant contributor: moderate to high competence and variable commitment

• Level 4: Peak performer: high competence and high commitment

Situation

• Leader factor

• Follower factor

• Other factors (urgency, impact, risk, etc)

Leadership Style

Leader factor

+

follower factor

+

Situation

Leadership Stylele

Leadership Styles (Blanchard

Model)

D i r e c t i v e

Suppor t i v e

Supporting

Delegating

Coaching

Directing

Supporting Style

High Supportive and Low Directive• Encourages input• Actively listens• Allows follower to make decisions• Encourages two-way communication• Supports risk taking• Compliments work• Praises and builds confidence

Coaching Style

High Directive and High Supportive Behavior

• Defines role and accountability

• Provides supervision and instruction

• Leader makes decisions

Delegating Style

Low Supportive and Low Directive Behavior

• Delegates tasks

• Presents big picture

• Light supervision

• Monitors activities

• Reinforces results

• Remains accessible

Directing Style

High Directive and Low Supportive

• Explains decisions and allows opportunity for clarification

• Leader makes decisions

• Explains follower’s role

• Reinforces small improvements

Effective Style (Lunenberg)

T a s k O r i e n t a t i o n

Re l a t i on s h i p

O r I e n t a t I o n

Developer

BureaucratBenevolent Autocrat

Executive

Ineffective Style

T a s k O r i e n t a t i o n

Relat i o n s h i p

O r i e n t a t i o n

Missionary

Deserter Autocrat

Compromiser

Collaboration

A principle-based process of

• working together and

• building true consensus, ownership, and alignment in all aspects of the organization

• which produces trust, integrity and break through results

Collaboration

A work ethic that recognizes that • work gets done through people• people want and need to be

valued• any change must be owned by

those implementing it to be successful

Collaboration

• A decision-making framework based on principle (philosophy) rather than power and personality

• An organizing principle for leading and managing the 21st century workplace

• The way people naturally want to work

The Collaborative Change Process

Current State

Desired State (Future)

Culture

Processcontent

Culture

contentProcess

Transition State

Interventions

Preventions

Change Method

Change Strategies

Pressures and Resistance to ChangeCurrent

ConditionDesired Condition Desired Future

•Government intervention

•Social values•Changing Technology

•AdministrativeDecisions

•Employees’Needs

•Fear of Unknown•Threats to Power and

Influence•Knowledge and

Skill Obsolescence•Organizational

Structure•Limited Resources

•CBA

Pressures Resistance

Equilibrium

Driving Forces Resisting Forces

Negative Consequences of Change•Members feel

Threatened

•Members feelAlienated

•Members feel Isolated

•Low moraleWoundedness

Organizational Healing

Because schools are human institutions, there will be ongoing needs for healing the

woundedness that inevitably surfaces there.

Seven Core Values of Collaboration

Respect forPeople

Honor andIntegrity

Ownership &Alignment

Consensus

Trust-based Relationships

Full Responsibility& Accountability

Recognition andGrowth

Empowerment

Shared Leadership

• Shared Growth and Development

• Shared Accountability and Responsibility

• Shared Decision-Making

The Emphasis of Shared Leadership

• Ownership – problems and issues, programs, achievement

• Learning – focus on growth and development of the people in the organization

• Sharing - open, respectful and informed conversation

CLASSICAL AND SHARED LEADERSHIP

CLASSICAL• Displayed by a person’s

position in hierarchy• Evaluated by whether

leader solves problems• Leaders provide solutions

and answers• Distinct differences

between leaders and followers

• Formal communication• Often relies on secrecy,

deception and payoffs

SHARED• Identified by the quality

of interaction• Evaluated by how people

work together• Everyone works to

enhance the process• People are

interdependent• Communication stresses

conversation• Values democratic

processes, honesty and shared ethics

Benefits of Making Members Participate in Decision Making

• Decision quality

• Decision Creativity

• Decision Acceptance

• Decision Understanding

• Decision Judgment

• Decision Accuracy

What is a Workplace team?

• A workplace team is composed of a number of persons usually reporting to a common superior and having some face-to-face interaction who have some degree of interdependence in carrying out tasks for the purpose of achieving organizational goals

French and Bell

•A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals and approach for which they hold themselves mutually accountable

Katzenbach and Smith

•A self-directed work team is a natural work group of interdependent employees who share most, if not all, the roles of traditional supervisor

Hitchcock and Willard

What are the characteristics of successful teams?

•A clear elevating goal

• A results driven structure

•Unified Commitment

•A collaborative climate

•Standards of Excellence

•External Support and recognition

How does a group become a high performing team?

• Shared organizational expectations

• Clarity of group tasks• Concern for group maintenance• Concern for individual needs

Commitment

• I want to be a transformative leader. In order to realize this I am committed to the following:

1. ______________

2. ______________

3. ______________

4. ______________

5. ______________