Date post: | 05-Dec-2014 |
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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
•A collaborative climate
•Standards of Excellence
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. ______________