Showing papers on "Transformational leadership published in 1991"

Servant-leadership in organizations: Inspirational and moral

Abstract: This paper offers a critical analysis of charismatic leadership (in several guises) because of its absence of moral safeguards. The heightened motivation inspired by charismatic or transformational leadership may override followers' moral misgivings. Many previous writers on the subject have made only passing reference to this inherent danger by noting that charismatic leadership is value-neutral: Mahandas Gandhi, Rev. Martin Luther King, Jesus Christ, Adolph Hitler, Rev. Jim Jones, and Joseph Stalin are all frequently cited as charismatic leaders. This paper goes further by searching out a model of leadership that is both inspirational and moral. Three examples from workplace settings are described to illustrate the new model: servant-leadership.

Leadership: A New Synthesis

Abstract: First Things First PART ONE: LEADERSHIP KNOWLEDGE CONTENT AND KNOWLEDGE ORIENTATION Core Concepts for a Multi-Organizational Level Leadership Model The Extended Multi Level Leadership Model Leadership Knowledge Orientation Aspects PART TWO: EXPLORING THE MULTI LEVEL MODEL External Environment, Societal Culture and Leader Critical Tasks Background Factors and Preference Aspects of Individual Capability Individual Capabilities - Cognitive Complexity and Selected Social Cognition Aspects Individual Capabilities - Transactionally Oriented Leadership Skills Individual Capabilities - Transformationally Oriented Leadership Skills Organizational Culture Developmental Implications and Enriching Schema Variety Last Things Last

Meaning, Self and Motivation in Organizations:

Abstract: This paper claims that current work motivation theories are restricted in certain respects due to their overreliance on individualistic-hedonistic assumptions and their over-emphasis of cognitive-calculative processess. It is suggested that a self-concept based theory should be added to the existing core of theories in order to overcome their limitations. Certain assumptions about the relationships between the self-concept and behaviour are presented, followed by a series of theoretical propositions and some research suggestions. The implications of the theory for organizational commitment, collective work behaviour, transformational leadership and symbolic management are briefly discussed.

Leading in the 1990s: The Four I′s of Transformational Leadership

Abstract: The characteristics which differentiate transactional from transformational leadership are discussed, highlighting the differences between managers and leaders. Four distinct characteristics – the Fours I′s – associated with transformational leadership are described with respect to their evolution and influence on follower development, effort and performance. The advantages of combining transactional and transformational leadership styles into an overall framework of leadership development for leading in the 1990s are also discussed.

Congruence of Self and Others' Leadership Ratings of Naval Officers for Understanding Successful Performance

Abstract: Self-rated leadership behaviour (transformational, transactional, laissez-faire), was obtained for a representative, random sample of 155 U.S. Navy surface fleet officers in parallel to the leadership descriptions for the same dimensions provided by the officers' senior subordinates. In addition, Navy records completed by the officers' superiors provided performance and promotion data that were indexed as appraisals of the officers' success. The self-ratings of leadership behaviour tended to be inflated in comparison to subordinates' ratings, but the more successful officers were less likely to inflate their self-described leadership behaviour. A possible explanation for this effect is that subordinates' descriptions of leadership were significantly related to superiors' ratings of performance and promotion, but self-ratings of leadership were not associated with these measures. Thus, congruence of self and others' ratings was related to successful performance. On a obtenu d'un echantillon representatif tire au hasard de 155 officiers de la flotte de surface de la Marine Americaine l'autoevaluation de leur comportement de leadership (transformationnel, transactionnel et laisser-faire) en meme temps que les descriptions des memes dimensions de leadership fournies par leurs subordonnes immediats. En outre, des notations provenant des superieurs apporterent sur les performances et les promotions des donnees qui ont ete apprehendees comme estimations des reussites des officiers. Les auto-evaluations du comportement de leadership avaient tendance aetre excessives en comparaison des jugements des subordonnes, mais les officiers qui reussissaient le mieux presentaient une moindre probabilite d'exagerer l'autodescription de leur comportement de leadership. Une explication possible de ce fait est que les descriptions du leadership par les subordonnes etaient significativement correlees aux evaluations des performances et des promotions par les superieurs, mais que les auto-evaluations du leadership n'etaient pas liees a ces mesures. Ainsi, la conformite des auto- et hetero-evaluations etait en rapport avec le succes.

The effects of transformational and transactional leadership styles on the influencing behaviour of subordinate police officers

Abstract: The purpose of the study was to investigate the influencing behaviour of subordinates as a function of supervisor leadership style within a law enforcement setting. Fifty-three subordinate police officers returned one of four randomly distributed scenarios depicting either a male—female transformational or male—female transactional leader (supervising officer). The subordinate police officers then completed the Profile of Organizational Influence Strategies—Form M (Kipnis & Schmidt, 1982) indicating the extent to which they would use rational, soft and hard approaches to influence their supervising officer as illustrated in the scenario. It was hypothesized that transactional leadership would be more closely associated with the three police officer influencing approaches than transformational leadership. Contrary to the prediction, transformational leadership was determined to be more closely related with subordinate rational influencing behaviour than transactional leadership. The findings are discussed in terms of the nature of transformational leadership and the unique characteristics of the police officer culture.

Transformational and Transactional Leadership: An Empirical Test of a Theory.

Abstract: In 1985, Bernard Bass proposed a new model of leadership, based on the work of James MacGregor Burns, in which he described leaders as transformational or transactional. Bass theoiized that there is a certain kind of leader who is capable of inspiring suDotdinates to heights they never intended to achieve. He referred to this loader as transformational. The transactional leader, on the other hanU, is rooted in two-way influence: a social exchange in which the leader: gives soaethLng and gets something in return. In his initial work, Bass identified three factors of transformational leadership (Charisma, Individualized ConsiJeration, and Intellectual Stimulation), and two factors of transactional Ivadership (Contingent Reward and Management-by-Exception). In later research, Management-by-Exception was further divided into active and passive dimensions. In this study, headmasters at 45 private t,econdary schools in the soatheastern United States were used as subjects in determining whether a similar leadershir) model would emerge as that found by i,ass and others who used Army officers aad supervisors in business as their subjects. In a principal component factor analysis, the same transformational and transactioaal factors emerged from school population as hac: been found in Bass' original research. However, Factor 1, Charisma, was found Lo include more than simply "charisma" items, suggesting that the concept should be reexamined. A comparison of this factor analysis with two others which had used supervisors in business rather than education found some differences in let,der-subordinate relationships, but these differences did not affect the model as a whole.

Construct system development, transformational leadership and leadership messages

Abstract: This paper reports a study of leadership and communication in small businesses. Recent scholarship on organizational leadership suggests the importance of social cognitive abilities and messages that accommodate followers’ perspectives. Thus the study attempted to integrate certain features of constructivist theory with transformational‐transactional leadership theory. Findings suggest that communication abilities such as construct system development and person‐centered message production may play important roles in leader‐follower interactions. Specifically, the results from this study suggest a moderate association between construct system development and three of the four factors purported to underlie transformational leadership, and insignificant relationships between construct system development and transactional qualities. Findings regarding the association between leadership qualities and person‐centered messages, and between person‐centered messages and evaluations of message effects, were mixed.

The Relationship of Leader and Subordinate Influencing Activity in Naval Environments

Abstract: The purposes of this investigation were twofold. First, I examined the relative importance of transactional versus transformational naval officer leadership to three perceived outcomes: leader effectiveness, subordinate extra effort, and subordinate satisfaction. Second, I studied the comparative importance among rational, soft, and hard upward subordinate officer influence ap- proaches to the same three outcomes. Advanced United States Navy officers (N = 157) confidentially completed the Multifactor Officer Questionnaire- Form R (MOQ-R; Bass, Yamrnarino, & Kowalewski, 1987), assessing their most recent superior's degree of transformational and transactional leader- ship. One week later, the same 157 officers completed the Profiles of Organizational Influence Strategies-Form M (POIS-M; Kipnis & Schmidt, 1982). Analyses testing the significance of the difference among correlations generally revealed that transformational leadership and subordinate use of a rational approach were the influencing behaviors m...

Mastering School Reform

Abstract: Part 1 Introduction: schools - challenge and opportunity transformation - perception and thought quality and productivity in successful schools - the case for transformation. Part 2 Transforming organizations: organizations - context and dimensions organizations - systems, transformation and innovation. Part 3 Transforming leadership: leadership perspectives transformational leadership. Part 4 Transforming people: professionals and organizations the development of professionals professionals - empowerment and participation. Part 5 Synthesis: transformation - schools, leadership and people transforming schools - quality and productivity outcomes.

The Leader as a Broker of Dreams

Abstract: The paper presents a grounded theory which explains how a personal vision becomes enacted into reality within a corporate arena. This enactment process is defined as leadership. The theory suggests that leadership is a political process. For enactment to occur in a manner which is engaging and inspirational, the leader must design and maintain through, patterned interactions, a support system. The interactions are brokerage transactions in which the leader modifies and clarifies intentions in response to technical, social, and environmental concerns expressed through exchanges with members of this support system. As this happens the leader matures. Vision also becomes converted into a social dream which is scripted for the purpose of implementation.

Toward a Multilevel Conception of Policy Implementation Processes Based on Commitment Strategies.

Abstract: Findings of a study that examined the role of policy implementation in school reform are presented in this paper. The focus is on a British Columbia policy, the Primary Program, which is intended to reform educational practices through the first 3 years of schooling. During the first phase of data collection, interviews were conducted with 12 principals, 44 teachers, and 5 district staff at 12 schools in 3 school districts. Principals' logs of weekly activities were also analyzed. During phase 2, principals and teachers at the 12 schools also responded to a mailed questionnaire. The data were used to develop a model of a set of commitment strategies for policy implementation. Findings indicate that most initiatives taken outside the school were aimed at commitment building. Most inschool components of the model supported the claim that commitment strategies were the primary instruments of change. Conclusions about effective leadership for school reform are that it is shared, it must consume a significant portion of the leadership pie, and it must utilize transformational leadership practices to build commitment. One table is included. (Contains 58 references.) (LMI) *********************************************************************** Reproductions supplied by EDRS are the best that can be made * from the original document. **************************************************.r******************** Toward a Multi-Level Conception of Policy Implementation Processes Based on Commitment Strategies Kenneth Leithwood and Doris Jantzi Centre for Leadership Development The Ontario Institute for Studies In Education Byron Dart Campbell River School District #72 British Columbia Presented at the Fourth International Congress on School Effectiveness Cardiff, Wales January, 1991 The research reported in this paper was partly funded by the British Columbia Ministry of Education and partly funded by the Social Sciences and Humanities Research Council of Canada U S DEPARTMENT OF EDUCATION °Mice ot EdoCationai 143041Ch and improvement EDUCATIONAL RESOURCES INFORMATION CENTER IERICI CtIKue document nee been reproduce() as received from the person Or Ozgamiabon Ong.nabngd C MmO, changes hive been made to improve re0,0OuChOn ousirry Points 01.neer or ochrnonS stated rn this OoCu 'nem do not neCessanly represent othoil CAM003hOnWW.C4 N I HEPHODG.-E 1 I-1S MA' Ef-6Pi BEEN 641AN7f-:r

Service Management/Leadership: Different from Management/Leadership in Industrial Organisations?

Abstract: While a vast literature exists on management/leadership, little systematic attention has been given to whether the difference in character between service‐and non‐service production processes demands a different style of management. Because of the direct contact between the client and service provider (particularly at the lowest level of the organisation), optimal reciprocal communication processes, both horizontal and vertical, form an important success factor and prime marketing tool for service systems. This article highlights the role of the manager/leader in optimising the exchange of information between client and service organisation. In this vein, the transactional, transformational and transinformational leadership styles will be contrasted.

Leadership and identity: A reinterpretation of situational leadership theory

Abstract: This essay advocates a message analysis approach to studying leadership processes. It is proposed that the motivating force underlying the behaviors prescribed by situational leadership theory (SLT) is the satisfaction of salient face wants. Triangulated methods were used to assess leadership message qualities. Researcher message codings and participants perceptions of message qualities were compared. Both data sources suggest that leaders’ messages cede more autonomy to followers as the latter gain job experience. There is also tentative evidence that followers give increasing priority to autonomy over time. The results for positive face support, however, are more ambiguous.

Leadership for Local Interagency Coordinating Councils

Abstract: The leadership of local interagency coordinating councils was investigated by considering two questions-one concerning perceptions of leadership style on the part of coordinators and council member...