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LSG- Northouse Chapter 9

transformational leadership
– focus: charismatic & affective leadership elements
process: changes/transforms people through emotions, values, ethics, standards & long-term goals
2 kinds of leadersihp – Burns
– transactional
– transformational
focusses on the exchanges that occur between a leader and its followers (most models)
process where leader engages with its follewors > creates connection > motivation & morality of both raise
social leadership
transcending own interests for the sake of others
pseudotransformational leadership
leaders who focus on their own interests instead of those of the group
leaders: self-consumed, exploitive, power oriented
charismatic leadership – House
similar to transformational leadership:
– personality characteristics
– specific behaviors
– effects on followers
charistmatic characteristics
– dominant
– strong desire to influence
– self-confident
– strong sense of own moral values
charismatic behaviors
– strong role models
– appear competent to followers
– articulate ideological goals
– communicate high expectations
– arouse task relevant motives
charismatic effects on followers
– trust ideology leader
– emotional involvement goals leader
– similarity beliefs
– identification with leader
– unquestioned acceptance of leader
– expression of affection towards leader
– obedience of followers
– heightenned goals followers
– increase confidence followers achieving goals
model transformational leadership – Bass
– more attention to follower’s needs
– followers are moved to do more than expected by transformational leadership
leadership – Bass
– transformational leadership factors
– transactional leadership factors
– non-leadership factors
transformational leadership factors
– idealized influence/charisma
– inspirational motivation
– intellectual stimulation
– individualized consideration
attributional component
attributions followers make about their leaders, based on their perceptions of the leader
behavioral component
observations of followers on the behavior of the leader
inspirational motivation
high expectations > inspire through motivation > become commited > enhance team spirit
idealized influence/charisma
emotional component strong role model > vision & mission > identify with leader > follow
intellectual stimulation
be creative & innovative
challenge own, leader, organization’s beliefs
individualized consideration
listen to individual needs > act as coach/advisor
transactional leadership factors
reason leaders have influence:
– contingent reward
– management-by-exception
contingent reward
followers get specified reward after performing an effort as desired by leader
corrective criticism, negative feedback, negative reinforcement
active form management-by-exception
wacht follower closely and take corrective actions when mistakes occur
passive form management-by-exception
intervention only takes place after the standards have not been met
non-leadership factors
laissez-faire; leadership is absent
4 common strategies – Benis & Nanus
– clear vision of future state
– social architects; leaders communicate direction > values & norms
– create trust
– create deployment of self
5 fundamental practices to accomplish more – Kouzes & Posner
– model the way; leaders should be clear about own values and philosophy
– inspire a shared vision
– challege the process; innovative, growing, improving
– enable others to act; environment where people feel good about their work
– encourage the heart; reward > greater collective identity > community spirit
leadership intrument
mulifactor leadership questionnaire (MLQ) = perception followers have on behavior leader

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