Leading as

1
Leading as
Group 5 Transformational Leadership Rayford
Johnson Barbara Kaiser Esteban Machado Bill
McTier Roger White
2
Using Transformational Leadership

• Why did you get into this profession?
• Why did you choose sports medicine?
• Why did you choose this facility versus another
  to come to work?
• Winans, R. (2009)

3
The Five Behaviors of a Transformational Leader

• Attributed Charisma
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individualized Consideration
• Hay, I. (2006)

4
Characteristics of Transformational Leaders

• Clear sense of purpose, expressed simply
• Value Driven
• Strong role model
• High expectations
• Persistent
• Self-knowing
• Perpetual desire for learning
• Love work
• Life-long learners
• Identify themselves as change agents
• Enthusiastic
• Able to attract and inspire others
• Strategic
• Effective communicator

• Emotionally mature
• Courageous
• Risk-taking
• Visionary
• Unwilling to believe in failure
• Sense of public need
• Considerate of the personal needs of employees
• Listens to all viewpoints to develop spirit of
  cooperation
• Mentoring
• Able to deal with complexity uncertainty and
  ambiguity
• Bass, B. (1990) et. al

5
How the Characteristics Behaviors Fit Together

• Attributed Charisma
• Enthusiastic
• Strong Role model
• Visionary
• Courageous
• Inspirational Motivation
• High Expectations
• Able to attract and inspire others
• Clear sense of purpose

• Idealized Influence
• Sense of public need
• Value driven (ethics)
• Intellectual Stimulation
• Perpetual desire for learning
• Life long learners
• Able to deal with complexity, uncertainty, and
  ambiguity
• Individualized Consideration
• Considerate of personal needs of employees
• Listens to all view points to develop spirit of
  cooperation
• Mentoring

6
Hackman and Johnsons 6 Central Personality
Characteristics of Transformational Leadership

• Creativity
• Interaction (communication)
• Vision
• Empowerment
• Passion
• Ethics
• Hackman, M. and Johnson, C. (1991)

7
Cialdinis Factors of Influence

• Reciprocity
• Commitment Consistency
• Social Proof
• Liking
• Authority
• Scarcity

8
Transformational Leaders Influence by

• Deep thinking (the head) and Empathy (the heart)
• Schuster 1994
• Their deeply held values
• Mink 1992
• Needs for respect and caring
• Dixon 1998
• Unique human qualities
• Covey 1991
• Both in positive and negative ways
• Morgan 1997
• An ideal point of reference for followers to
  engage in vicarious learning
• Bass 1998

9
What is Influence?
ACT NOW!
10
Example of Influence
11
Gender

• A 1990 study by Deborah Tannen revealed that
  women and men have different experiences growing
  up
• Men Women
• Prize status Value connection
• Independence Interdependence
• Individual Power Power of communication
• Moran, B. B. (1992)

12
Gender

• Studies by Bass (1998) and Bass, Avolio Atwater
  (1996) show that women tend to be more
  transformational than their male counterparts
• Bass, B. (1996)

13
Women as Transformational Leaders

• Women tend to be better as
• Motivators
• Communicator
• Team players

14
Women as Transformational Leaders

• Women also tend to
• Inspire
• Stay connected to the team
• Serve as an emotional leader
• Share in decision making process

15
The Downside

• Expectations that women are thought to be more
  nurturing than men will make women feel pressured
  to succeed in a female way.
• Telling men they do not know how to be nurturing
  as managers, they may feel excused from being
  just that.

16
What Transformational Leadership is Not

• Transactional Leadership (or contingent reward
  leadership) Leaders with this style largely
  react to the performance of their employees and
  reward for compliance to their directives, a
  factor called "contingent reward" Transactional
  leaders do not address employees' needs,
  motivations, or development.
• Northouse 2001 (p. 140)
• Johnson N. and Klee, T (2007)

17
What Transformational Leadership is Not

• Charismatic Leadership- A leader who inspires his
  or her followers through personal magnetism and
  highly developed communication skills.
  Charismatic leaders tend to be confident,
  visionary, and change-oriented and may display
  eccentric or unusual behavior
• www.encyclopedia.com

18
What Transformational Leadership is Not

• Developmental Leadership- This leaders main
  focus is the development and growth of the
  organization and people he or she leads.
• Larsson, G., Carlstedt, L. and Andersson, J.
  (2003)

19
What Transformational Leadership is Not

• Servant Leadership - The servant-leader is
  servant first. It begins with the natural feeling
  that one wants to serve, to serve first. Then
  conscious choice brings one to aspire to lead.
  That person is sharply different from one who is
  leader first, perhaps because of the need to
  assuage an unusual power drive or to acquire
  material possessions.
• Greenleaf, R.K. (1970)

20
Transformational Leadership Defined

• Transformation Leadership consists of ideal
  influence, inspiration, individual consideration
  and intellectual stimulation.
• Bass, B. (1985)

21
Transformational Leadership Defined

• Our definition
• Redefining organizations by creating a shared
  vision through reciprocal learning in order to
  influence change.
• Johnson, R., Kaiser, B., Machado, E., McTier, W.,
  White, R. (AMBA 2009)

22
Thank You !
23
Notes

• Bass, B.M., Avolio, B.J., Atwater, L. (1996).
  The transformational and transactional leadership
  of men and women. Applied Psychology An
  International Review, 45(1), 5-34.
• Boje, D.M., (2000) Transformational Leadership,
  7-8. Retrieved October 5, 2009 from
  http//cbaenmsu.edu/-dboje/teaching/338/transforma
  tional_leadership.htm
• Bromley, H.R., Kirschner-Bromley, V.A. (2007).
  Are You a Transformational Leader? The Physician
  Executive, 54-57.
• Brymer, E. Gray, T., (2006) . Effective
  Leadership Transformational or Transactional?.
  Australian Journal of Outdoor Education, 10(2),
  13-19.
• Caialdini, R.B. (2007). Influence The Psychology
  of Persuasion. Published by HarperCollins
  Publishers New York, NY.
• Carnegie, D. (1981). How to Win Friends
  Influence People Published by Pocket Books New
  York, NY.
• Eagley A. H. and Carli, L. L. (2007). Women and
  the Labyrinth of Leadership. Harvard Business
  Review
• Encyclopedia.com Retrieved September 28, 2009
• Feinberg, B., Ostroff, C. and Burke, W. (2005).
  He role of within-group agreement in
  understanding transformational leadership. The
  Journal of Occupational and Organizational
  Psychology. 18, 471
• Greenleaf, R. K., (1970) The Servant as Leader (
  Rev. Ed. ) Indianapolis, IN. Robert K.
  Greenleaf Center.
• Groves, K. S. (2005). Gender differences in
  social and emotional skills and charismatic
  leadership. Journal of Leadership
  Organizational Studies. http//www.entrepreneur.co
  m/tradejournals/article/132353942.html
• Harland, L., Harrison, W. Jones, J.R. and
  Teiter-Palmon, R. (2005). Leadership Behaviors
  and Subordinate Resilience. Journal of Leadership
  and Organizational Studies. 11(2), 1-12.
• Hautala, T. (2005). The effects of subordinates
  personalityon appraisals of transformational
  leadership. Journal of Leadership Oranizational
  Studies.
• Hay, I. (2006). Transformational Leadership
  Characterics and Criticism. E. Journal of
  Organizational learning and Leadership 5(2),
  1-11.

24
Notes

• Hoops4Life Picture of Michael Jordan Artwork
  by Hoops4life.com Flex 187ad. Image Property of
  Respected owner Hoops4life
• Johnson, N and Klee, T., (2007)
  Passive-aggressive behavior and leadership styles
  in organizations, Journal of Leadership
  Organizational Studies, 13, 130-143.
• Larsson, G., Carlstedt, L. and Andersson, J.,
  (2003) A comprehensive system for leader
  evaluation and development, Leadership
  Organization Development Journal, 24, 16-26.
• Moran B. B. Gender Differences in Leadership.
  Library Trends 40(3) (1992)
• Northouse, P. G. (2001). Leadership Theory and
  practice. Thousand Oaks, CA Sage.
• Raffery, A. E., Griffin, M.A. (2006). Refining
  individualized consideration distinguishing
  developmental leadership and supportive
  leadership. Journal of Ocupatonal and
  Organizational Psychology.
• Ruddell, L.S., (2008). Transformational
  leadership as an Effective Classroom Leadership
  Model for Business Ethics Instruction. Academy of
  Educational Leadership Journal, 12(2), 49-65.
• Sabine, B. and Freiherr Von Streit, C. (2005).
• Winans, R. (2009). Using Transformational
  Leadership to Breathe new life into your
  practice. Journal of American Physical Therapy
  Association. 4, S30.
• Zagorsek, H., Dimovski, V. and Skerlavag, M.
  (2009). Pg. 16 Transactional and
  Transformational Leadership Effects on
  Organizational Behaviour. Journal of Eastern
  European Management Studies. Pg 16.