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Transformational ledership ppt

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  • 1. As an idea, transformational leadership was first mentioned in 1973,in the sociological study conducted by the author Downton, J.V.After that ,James McGregor used the term transformational leadership in his book Leadership (1978).In 1985, Banard M. Bass presented a formal transformational leadership theory which ,in addition to other things also includes the models and factors of behavior.One year later (1986)Noel M. Tichy and Marry Anne Devanna published a book under the title The Transformational Leadership.

2. A processthat changes and transforms people. It is concerned with emotions, values, ethics, standards and long term goals and includes assessing followers motives, satisfying their needs, and treating them as full human beings. Incorporatescharismatic and visionary leadership and though the leader plays a pivotal role in precipitation change, followers and leaders are inextricably bound together in the transformation process. Theprocess whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. 3. Motivatesfollowers to do more than expected by: Raising followers level of consciousness about theimportance and value of goals. Getting followers to transcend their own self-interest for the good of the team or organization. Moving followers to address higher level needs. 4. influence Leaders who act as strong role models for followers. Idealizedmotivation Leaders who communicate high expectations, inspiring them to become committed to organizational goals. Inspirationalstimulation Leaders who stimulate followers to be creative and innovative. Intellectualconsideration Leaders who provide a supportive climate in which they listen to needs of followers. Individualized 5. Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. Mohandas Gandhi raised the hopes and demands of millions of his people and in the process was changed himself.TRANSFORMATIONALProcess of engaging with others to create a connection that increases motivation and morality in both the leader and the follower 6. Org. example - A manager attempts to change his/her companys corporate values to reflect a more human standard of fairness & justice In the process both manager & followers may emerge with a stronger & higher set of moral values. 7. Charisma A special personality characteristic that gives a personsuperhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader. Charismatic leaders act in unique ways that have specific charismatic effects on their followers. 8. Transformationalleaders set out to empower followers and nurture them to change. Theybecome strong role models for their followers. Theycreate a vision. Theyact as change agents who initiate and implement new directions. Theyact as social architects. 9. Widely researched from many different perspectives.It has intuitive appeal as a concept.It treats leadership as a process between leaders and followers.It offers an expanded picture of leadership. Most other models are transactional.It has a strong emphasis on followers needs, values, and morals.It has substantial evidence of being effective. 10. Lacks conceptual clarity.The measurement scale does not always distinguish clearly among factors.It is a trait theory rather than a behavioral theory.Tends to be elitist and antidemocratic.Has a heroic leadership bias.May not work on all levels of the organization.Has the potential to be abused. 11. Providesa broad set of generalizations about what is typical of transforming leaders. TheMultifactor Leadership Questionnaire can be used in training programs to identify leadership strengths and weaknesses. Manytraining programs focus on creating a vision.

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