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Transformational Leadership
Think of the best leader you ever had. It could be a supervisor,
teacher, sports coach or anyone that stand out to you as a
leader.
Take a few minutes and note down what this individual did that made
them a truly effective leader.
Transformational Leadership
A definition:
Transformational leadership is a theory of leadership where a
leader works with others/teams to inspire collective commitment and
sacrifice toward a vision of a better future.
Transformational Leadership
James MacGregor Burns (1978) first introduced the concept of
transforming leadership in his descriptive research on political
leaders, but this term is now used in organizational psychology as
well.
According to Burns, transforming leadership is a process in which
"leaders and followers help each other to advance to a higher level
of morale and motivation".
Transformational Leadership
He established two concepts: "transforming leadership" and
"transactional leadership".
According to Burns, the transforming approach creates significant
change in the life of people and organizations.
It redesigns perceptions and values, and changes expectations and
aspirations of employees
Transformational Leadership
A
Q
Unlike a transactional approach, it is not based on a "give and
take" relationship, but on the leader's personality, traits and
ability to make a change through example, articulation of an
energizing vision and challenging goals.
Transformational Leadership
Another researcher, Bernard M. Bass (1985), extended the work of
Burns (1978) by explaining the psychological mechanisms that
underlie transforming and transactional leadership; Bass also used
the term "transformational" instead of "transforming.”
Now after over 30 years of research and a number of meta- analyses
have shown that transformational and transactional leadership
positively predicts a wide variety of performance outcomes
including individual, group and organizational level variables (see
Bass & Bass 2008, The Bass Handbook of Leadership: Theory,
Research, and Managerial Applications" 4th edition Free
Press).
Transformational Leadership
•Raising awareness of moral standards
•Highlighting important priorities
•Creating an ethical climate (share values, high ethical
standards)
•Encouraging followers to look beyond self-interests to the common
good
•Promoting cooperation and harmony
•Using authentic, consistent means
•Providing individual coaching and mentoring for followers
•Appealing to the ideals of followers
•Allowing freedom of choice for followers
Transformational Leadership
Transformational Leadership Transactional leadership refers to the
exchange relationship between leader and follower to meet their own
self-interests
Contingent reward - the leader clarifies for the follower through
direction or participation what the follower needs to do to be
rewarded for the effort.
Management-by-exception, in which the leader monitors the
follower’s performance and takes corrective action if the follower
fails to meet standards.
laissez-faire avoids taking any action.
Transformational Leadership
Transformational Leadership
Idealized Influence (also known as Charismatic Leadership) –
Transformational leaders act in ways that make them role models.
They are respected, admired and trusted. Followers identify
with them and describe them in terms that imply extraordinary
capabilities, persistence and determination. These leaders are
willing to take risk. They can consistently be relied upon to
do
the right thing, displaying high moral and ethical standards.
Transformational Leadership
Transformational Leadership
Inspirational Motivation – These leaders embody the term “team
spirit”. They show enthusiasm and optimism, providing both meaning
and challenge to the work at hand. They create an atmosphere of
commitment to goals and a shared vision.
Transformational Leadership
Intellectual Stimulation – a Transformational Leader encourages
creativity and fosters an atmosphere in which followers feel
compelled to think about old problems in a new way.
Individualized Consideration – Transformational leaders act as
mentors and coaches. Individual desires and needs are respected.
Differences are accepted and two-way communication is
common. These leaders are considered to be good listeners, and
along with this comes personalized interaction. Followers of these
leaders move continually toward development of
higher levels of potential.
Transformational Leadership
Transformational Leadership
Transformational Leadership:
Transformational Leadership
Transformational Leadership
Transformational Leadership
Evidence has accumulated to demonstrate that transformational
leadership can move followers to exceed expected performance, as
well as lead to high levels of follower satisfaction and commitment
to the group and organization
Transformational Leadership
In a 2010 study of 168 firms showed that: (1) transformational
leadership influences organizational performance positively through
organizational learning and innovation; (2) organizational learning
influences organizational performance positively, both directly and
indirectly through organizational innovation; (3) organizational
innovation influences organizational performance positively.
Transformational Leadership
The Multifactor Leadership Questionnaire (MLQ) has become the
benchmark measure of
Transformational Leadership.
The MLQ measures, and the MLQ report makes personal to individuals
how they relate on
the key factors that set truly exceptional leaders apart from
marginal ones.
Valid across cultures and all types of organizations (see Bass
1997)
Easy to administer, requires 15 minutes for a rater to complete the
45 questions
Extensively researched and validated, documented in numerous
journal articles and
independent studies.
Among leadership assessment methods, the MLQ provides the best
relationship of “survey
data” to “organizational outcome”
Transformational Leadership
•Builds Trust (Idealized Influence - Attributes): This 4-item scale
measures the frequency in which leaders build trust, inspire power
and pride, and go beyond their own individual interests for their
followers.
•Acts with Integrity (Idealized Influence - Behaviors): This 4-item
scale measures the frequency in which leaders act with integrity,
talk about their values and beliefs, focus on a desirable vision,
and consider the moral and ethical consequences of their
actions.
•Encourages Others (Inspirational Motivation): This 4-item scale
measures the frequency in which leaders behave in ways that
motivate those around them by providing meaning and challenge to
their followers' work.
•Encourages Innovative Thinking (Intellectual Stimulation): This
4-item scale measures the frequency in which leaders stimulate
their followers' effort to be innovative and creative by
questioning assumptions, reframing problems, and approaching old
situations in new ways.
•Coaches & Develops People (Individual Consideration): This
4-item scale measures the frequency in which leaders pay attention
to each follower's needs for achievement and growth by acting as a
coach or mentor.
Transformational Leadership
Transformational Leadership
Transactional Scale •Rewards Achievement (Contingent Reward): This
4-item scale measures the frequency in which leaders reward their
followers in return for achievement of expected levels of
performance.
•Monitors Deviations & Mistakes (Management-by-Exception:
Active): This 4-item scale measures the frequency in which leaders
monitor for deviations, mistakes, and errors and then take
immediate corrective action.
Passive/Avoidant Behaviors •Fights Fires (Management-by-Exception:
Passive): This 4-item scale measures the frequency in which leaders
wait for a problem to appear before taking corrective action.
•Avoids Involvement (Laissez-Faire): This 4-item scale measures the
frequency in which leaders refuse to assume the responsibilities
that are a part of their position as leader
Can TL be trained?
In these two published studies, rigorous research designs were used
to assess the effectiveness of leadership training in two different
organizations. The results showed statistically significant changes
in transformational leadership resulting from the training (Barling
et at, 1996; Kelloway et at, 2000).
Transformational Leadership
Transformational Leadership
A Free MLQ valued at $250 for the first 5 people to email me at
[email protected]
Subject Line: Free MLQ please
Be sure to include your contact information including a phone
number
Transformational Leadership
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The SMU Cox Advantage
The SMU Cox Difference: Our Approach
• Training business leaders
Active participation
Sharing experiences
• Expert, engaging faculty who are leaders in their fields
• Relevant content based on the latest research
• Innovative tools you can put to work today
• Collaboration & networking with diverse colleagues
• Safe & challenging learning environment to think & test
new ideas
SMU Cox Leadership Academy
September 15-17, November 10-12, February 2-4, & March 30 –
April 1, 2021
In 10 challenging days, this new and dynamic leadership development
course for VP-level and above will transform your leadership vision
and approach from the inside out.
SMU Cox School of Business: The mission of the SMU Cox School of
Business is to equip leaders with the knowledge, skills, and
experience needed to become transformative business leaders in a
changing world. Through learning activities based on a model of
action and solutions, executives gain the acumen, interpersonal
skills, and confidence to address real-world issues and challenges
with clarity and conviction.
The Cox Leadership Academy (CLA): Learn. Understand. Act. Join
forces with the bold optimists at SMU Cox, where we are forging a
new future – together Engage with an innovative learning culture
that is changing the way the world does business.
Cox Leadership Academy graduates are adaptable, innovative
individuals who want to work in cross-functional teams and learn to
critically analyze problems. They can succinctly communicate data
insights and leverage technology in a global setting to solve
complex business issues and lead effective change for business
growth.
The SMU Cox Leadership Academy: Shaping Leaders for a Changing
World
Program Objectives and Outcomes:
• Develop a growth mind set for oneself, others and the enterprise
• Cultivate more confidence in one’s own capability, agility, and
resilience • Better able to lead successful change initiatives •
Adapt and integrate digital solutions into core business practices
• Leverage trust, authenticity, and influence into everyday
interactions. • Increase creativity and innovation orientation •
Achieve maximum strategic foresight and execution • Increase
collaboration across functional areas
• Become succession ready • Learn how to leave a legacy
Program Components
• A 6-month journey to becoming a transformative leader • A
360-degree assessment (The Multifactor Leadership and
Authenticity
Questionnaire) • Bi-monthly residencies for two and half days (on
our main SMU campus in
the Collins Center) • Academic rigor with practical application
through an Integrated Leadership
Development Model: includes multi-modal learning, application
learning, and an individual development plan for intentional
growth, reflection exercises, peer coaching, and more.
• Personalized learning through one on one coaching (6 sessions) •
Action learning project • Featured industry leader speakers
throughout the program
Integrated Learning
Emotional and Social Intelligence) • The Influence Factor • Driving
Results through Authentic
Presence • Leadership Resilience: Optimize Brain
Performance (in partnership with Brain Health Center)
• Leading in a Digital Age • Leading High Performance Teams
(face to face and distributed teams) • Overcoming Decision Making
Biases
(in partnership with the Bush Institute) • Leader as Coach
• Diversity, Inclusion, and Innovation: Leading a Strategic
Culture
• Innovating through Human Centered Design
• Strategic Analytics • Leading Effective Change (Simulation) •
Strategic Management (from the
enterprise perspective) • Solving Complex Problems – Action
Learning Project Presentations • Creating Long-term
Organizational
Sustainability
• Self-Development • Managing Vision and Purpose • Inspiring Others
• Motivating Others • Integrity and Trust • Interpersonal Savvy •
Understanding Others • Approachability • Caring about Direct
Reports • Personal Learning • Dealing with Ambiguity • Business
Acumen • Strategic Agility • Creativity
• Innovation Management • Intellectual Horsepower • Building
Effective Teams • Decision Quality • Developing Direct
Reports
and Others • Managing Diversity • Process Management • Perspective
• Change Management • Collaboration • Comfort around Higher
Management
Lominger Competencies Addressed
Applicant Selection Criteria
• Identified (and validated) by the organization as a current or
future senior or enterprise level leader
• Desire to learn, grow and change
• High potential and high capability
• Consistently strong performance
• Demonstrates leadership characteristics
virtual sessions, etc.)
• Willing to invest time and energy to participate fully for the
benefit of self and others.
Session 1
Leading Self
Leading Self
Leading Self
Introduce & Launch MLQ and ALQ Leadership
Assessment
Development of Emotional and Social Intelligence
Pam Van Dyke
Dee O’Neill
Set up Action Learning Project
Session Action Plan Program Concludes
12:00 PM Lunch with Industry Speaker Peer Group Lunch Box Lunch
& Participants
Depart 1:00 PM
Kimberly Davis
Session 2
Session 2
Leading Others/Teams
Leading Others/Teams
Leading Others/Teams
Leading Others / Teams
Leading in a Digital Age: What does it mean for you?
Scott Allen
Jerry Magar
12:00 PM Lunch with Industry Speaker Peer Group Lunch 43 Restaurant
in Bush Institute
1:00 PM
What does it mean for you? Scott Allen
Assessment Debrief
Luigi Pecoraro
Coaches Invited to Attend if Local
Industry Speaker then a Reception at Blanton Terrace
Session 2
Leading Others/Teams
Leading Others/Teams
Leading Others/Teams
8:00 AM
Leading Others / Teams
Leading in a Digital Age: What does it mean for you?
Scott Allen
1:00 PM
What does it mean for you?
Scott Allen
Assessment Debrief
Luigi Pecoraro
Industry Speaker then a Reception at Blanton Terrace
Session 3
Day 1 – Feb. 2, 2021
Leading in the Organization
Leading in the Organization
Leading in the
Jessica Burnham Radhika Zaveri
Session Action Plan Program Concludes
12:00 PM Peer Group Lunch Lunch with an Industry Speaker Box Lunch
& Participants Depart
1:00 PM
Strategic Culture
Jose Bowen
Jessica Burnham Radhika Zaveri
Session 3
Leading in the Organization
Leading in the Organization
8:00 AM
Jessica Burnham
Radhika Zaveri
Strategic Analytics
Hettie Tabor
Box Lunch & Participants Depart
Jose Bowen
Jessica Burnham
Radhika Zaveri
5:00 PM
Leading the Enterprise
Leading the Enterprise
Leading Across the Enterprise
Debrief Lessons Learned & Learning
Program Concludes/Participants Depart
12:00 PM Lunch with Industry Speaker Peer Group Lunch Box
Lunch
1:00 PM
Luigi Pecoraro
Shane Goodwin
September
October 10/1: Leading Organization Change: A Simulation 10/5: Women
in Leadership Program 10/6: Master Negotiation
November 11/2 Mergers & Acquisitions 11/10: Building the
Intelligent Enterprise
Year-Round Custom Programs designed in collaboration with companies
specifically to meet the needs of their business objectives.
Fall 2020 Program Calendar
[email protected] 214.768.3549
SMU Cox Ally for Business Ally for Life
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Why SMU Cox Executive Education?
SMU Cox Leadership Academy
The SMU Cox Leadership Academy: Shaping Leaders for a Changing
World
Program Objectives and Outcomes:
Lominger Competencies Addressed
Applicant Selection Criteria