Sue L T McGregor PhD Professor Emerita MSVU Manitoba Association of Home Economists MAHE Semi Annual Conference Winnipeg Manitoba October 23 2015 Suemcgregormsvuca wwwconsultmcgregorcom ID: 425249
Download Presentation The PPT/PDF document "Transformative Leadership" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Transformative Leadership
Sue L. T. McGregor
PhD, Professor Emerita (MSVU)
Manitoba Association of Home Economists (MAHE)
Semi Annual Conference
Winnipeg, Manitoba
October 2-3, 2015
Sue.mcgregor@msvu.ca
www.consultmcgregor.com
TWEET
#
MBHomeEc2015
Slide2
the kind of leadership really
matters
!Individual practitioners have a choice of which leadership approach they intend to embrace. Their choice affects the nature of their practice, thereby the future of the profession.Tonight, we are discussing transformative leadership, which is normally contrasted with transactional leadership.
Leadership and home economics (aka family studies/human ecology/family and consumer sciences) go hand-in-hand, BUT…Slide3
Fundamental differenceTransactional
Transformative
Slide4
Main differences www.businessdictionary.com
Transactional
Transformational
Style of leadership that is based on the setting of clear objectives and goals for the followers as well as the use of either punishments or rewards in order to encourage compliance with these goals.
Based on give-and-take relationship
Like the status quo and want to keep it that way
Style of leadership where the leader is charged with identifying the needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of the group
Based on leader’s ability to make a change through example, and to articulate an energizing vision and challenging goals
Challenge the status quoSlide5
Just some examples Transactional
(use rewards and punishments to get results from followers)
Transformational
(get people to transcend their own self interest for the good of the team and the vision)
Joseph McCarthy
Charles de Gaulle
Dwight Eisenhower
George H. W. Bush
Margaret Thatcher
Nelson Mandela
Winston Churchill
Gandhi
Martin Luther King Jr.
Mother TheresaSlide6
Eleanor Vaines (Canadian)Dorothy Mitstifer (US, recently deceased)Donna Pendergast (Australia)Kaija Turkki (Finland)Marjorie Brown (US, deceased)
Sekiguchi
Fusa (Japan)Ellen Swallow Richards (founder of profession)These are the women who inspire me
to
keep on working on
the profession; their ideas and vision
sustain me
!
In our profession (home economics), I consider the following women to be transformative leaders because they laid out a vision for our future:Slide7
Transformative and transactional leadership theories were developed over the last 35 years
by three key people
….Slide8
Bernard Bass
James McGregor Burns (deceased)
Bruce AvolioSlide9
transformational leadership can only be effective in the presence of transactional leadership skills. Transactional is a prerequisite for, the foundation of, transformative; otherwise, the latter is latent.
NEED BOTH
Transactional leaders handle all the details that come together to build a strong public reputation, while keeping employees productive on the front line.
Transformational leaders are at the helm articulating ambitious goals, and striving to achieve success through their vision and their team-building skills.
Current version of the theory holds that Slide10
Red
to
Green are transactionalBlue is transformative
Now called…Slide11
Transformative and TransactionalSlide12
Overview of main ideas in the theory Transactional (4 types)
LF Red
Laissez Faire
– hands off/let things ride/delay decisions/no feedback approach (avoids involvement…group lacks direction)
MBE (P) Orange
–
Management by Exception (Passive)
– only takes action to put out fires or if standards are not met; punishes if performance is unacceptable (reactive response)
MBE(A) Yellow
–
Management by Exception (Active) –
continually monitors, watches for mistakes and rule violations, and takes corrective actions to avoid mistakes (
proactively
audits people’s performance)
CR Green
–
Contingent…
Provides resources, clarifies expectations, rewards achievements and reinforces performances (“Let’s make a deal, with rewards being
contingent
upon…”)
Transformative (5 elements)
IC – individualized consideration (compassion;
coaches people)IS – intellectual stimulation
(think outside the box – encourages innovative thinking)IM – inspirational motivation
(sharing vision, exciting the masses – inspires others)II
– idealized influence (walking the talk; actions speak louder than words – acts with integrity) IA
-Idealized attributes- builds relationships based on trust and respectSlide13
Transactional leadership gets its name from the concept
transaction,
meaning an agreement involving an exchange, giving something to obtain something else.This exchange is based on the leader specifying what is expected, and helping followers to clearly understand what they will receive, or avoid, if they fulfill those
expectations
.
These types of leaders are
power wielders
. To wield means to have power “over” someone or some process.
Power-over means directing, regulating, managing and controlling people using
influence and authority
.
Subordinates, when controlled by a transactional boss, expect to get promotions, raises or positive reinforcement
if
they do well, and criticism and sanctions
if
they do not do well.
Transactional leadershipSlide14
management can be conducted according to economic exchange theory
the ‘rationale man’ is largely motivated by money, rewards, and punishment avoidance, making
people’s behaviour very predictable. If rewarded, people are more likely to repeat the effort in the future; if punished, they will avoid it. the leader can influence people’s behaviour by
exchanging
the latter’s work for wages or non-cash incentives (i.e., intangible rewards like appreciation, recognition, a voice (feel empowered))
Assumptions of Transactional Leadership theorySlide15
social systems work best with a clear chain of command; people agree to cede all authority
to the manager/leader
prime purpose of subordinates (followers) is to do what the manager says to do, or else... (threats)even if punishments are not mentioned, they are understood to be there (implied)
focus of leader’s behaviour is
short-term
in nature, and intent on the bottom line, maximizing efficiency, and improving profits
ignores
the more complex emotional and social
contextual factors
Assumptions of Transactional Leadership theorySlide16
job grading, job classifications, and job descriptionsperformance appraisalsperformance-related pay (rewards and incentives for meeting results); workers expect
perks, special treatment, bonuses and merit awards for ‘hard work
’people are expected to follow rather than take initiative; they are punished or corrected if they deviate from the plan or accepted standards
When we see it in action, we see:Slide17
management by objective (MBO) (based on assumption of scarcity: set objectives, time lines, criteria for monitoring progress, deliverables, indicators of success)
heavy focus on the bottom line); goal is to maximize profits or stay within budget
short-term oriented goalshigh value on maximizing efficiency and on competition
When we see it in action, we see:Slide18
lots of power plays and office politics (and back stabbing and ‘sucking up’)confrontationspossibility of immoral and unethical demands on people everyone out for themselves (self-interest); competitive (dog-eat-dog); feels like perpetual contest, battle or controversy
people avoid taking risks (smothers innovation); creativity is stifled and discouraged, leading to frustration and simmering or outright anger
Evidence of transactional gone bad!Slide19
low trust and lots of suspicionpeople do not feel valued; feel like they are held back, and cannot get aheadonly do something because they have to (smothers initiative)
fear, anxiety and stress over not being able to meet the manager’s expectations
lots of secrecy and tensionlots of people taking sick-leave, mental health days, stress-leave, and quittingEvidence of transactional gone bad Slide20
To transform means to bring about a
radical change
in something, someone or someplace (in contrast, transact produces incremental change).Radical is Latin for
rāadīicāalis
and means ‘arising from or getting at the root.’
Radical also means holding views that deviate fundamentally (at the core) from tradition, custom, convention or the usual status quo.
Transform Slide21
people will follow someone who inspires themfollowers can be trusted to be left alone
in a space where they can breathe and grow
a person with a vision and passion can achieve great things over a long span of time (the vision and passion sustain them)the best way to ‘get things done’ is to inject
enthusiasm and energy
into followers and to
model the desired behaviour
so others can see it in action
if a leader
unswervingly commits
to a cause, people will stay
engaged
and will follow,
even
through the dark times
it is assumed that
followers will be transformed
if they follow the transformative leader
Assumptions of Transformational Leadership theorySlide22
if people do not believe they can succeed (if not continually bolstered by the leader), their efforts to achieve the vision will slack offthe
route forward
will not always be obvious (how to get there) but the direction will always be known and repeatedly articulated (where headed)there may not be sufficient details, but
the leader knows this and engages in course corrections as s/he
accepts failures and expects blind canyons
(counts on followers’ creativity); as long as progress is being made (moving towards the vision and followers are being transformed), the leader is happy.
Compelling question for another time is how do transformative leaders define success?
Assumptions of Transformational Leadership theorySlide23
articulating a powerful
change agenda
that will take years to achievegetting people to change inside and then embrace this new agenda
accepting the idea of
power
through people’
s
potential and energy
grounding people in a
moral and ethical dimension
striving for others to exceed even
their
own expectations, to reach their fullest
potential
challenging
the status quo,
paradigms and existing protocol
Transformative leadership involves: Slide24
create structures that help bring people together; link like-minded peopleestablish problem-posing and problem- solving infrastructurescreate
collaborative
relationships and networkssee change as necessary rather than an obstacle, thereby lessening people’s need for stability, order and predictability; chaos is order emerging, just not predictably
How do transformative change agents go about their work?Slide25
focus on
daily realities
of people rather than just their work reality (value people’s context)project
composure and confidence
so others will join them, or at least listen to their ideas
find opportunities for peoples’
self-learning/
insights
be
patient with failures
; celebrate progress
learn how to break bottlenecks (learn
non-violent
, democratic, peaceful approaches)share
information and insights so it becomes
in-formation, created together
How do transformative change agents go about doing their work?Slide26
be consistent - stand for something and stick with it!present and hold onto the long-term big picture
, the future they envision
appreciate that the learning curve is steep and the process is complex learn to be assertive - speak for them self while not stepping on other people’s toes; respect others’ boundaries and rights while protecting own boundaries and rights
How do transformative leaders go about doing their work?
finiSlide27
Transformative leaders
make themselves unnecessary
. They devote themselves to their cause, while also seeking to build a movement that enables a growing number of people to effectively participate in promoting the values and beliefs shaping the cause. Eventually, the promotion of the cause does not depend on one person –
the vision can be sustained!
In a nut shell…Slide28
Leaders appeal to others’
higher level of morality
, ethics and values (rather than just profit, efficiency, and rewards)
People come to enlarge their vision, and clarify their purpose (i.e., they
practice ‘
on purpose
’)
Leaders
communicate
with
people
and not to people
The work or practice culture is changed by introducing new beliefs and reasons for working (strive for
meaningful results
instead of just measurable results)
What transformational looks like…Slide29
People do things because it is right or good
(sustains their actions) rather than because it is popular, an acceptable practice, the established wisdom at the time, or because they are told to
Transformational changes how group members define their roles, which are now developed in context
rather than imposed by a third party
Once people’s beliefs are changed, the transformative leader helps people
change their behaviour
so it is in agreement with the agenda; that is, in agreement with the leader’s vision, beliefs, values, purpose
What transformational looks like…
finiSlide30
EvocativeBold, fresh, visionary, compelling, edgyCatalyticTipping point, wave of change, spark, combustion, unplanned disruptionsForward motion
Energy, determined, courageous, action-oriented, inspirational
OptimisticToward and not against, hope (connection to the future), hold a candle in dark places, ripples, wavesRealEveryday people leading change that matters to them, authentic, risk laden, messy, fear-laden (part of reality)Made whole
Sense of connectedness, centered, restorative, fertile, web and networks
More on what it looks like
(David, 2012):Slide31
Initially, people hear the transformative leader’s agenda with skepticism because the agenda is SO ambitious, difficult and uncommon, and it will take so long to get there (if at all!).
Then, people
rise above this uncertainty because the transformative leader is so convincing; they catch the bug! People become
energized, inspired and drawn to a cause
that resonates with their humanness, and their deep moral and ethical concerns.
As well, people
become connected
to like-minded people. Their
collective energy sustains
the long journey towards a valued, desired, and meaningful outcome or future.
Why it can take
years
…Slide32
Because control shifts from being espoused by the leader to being internalized by the person, people
do things because they want to
not because they have to or are told to (more likely to stick with it). This personal ownership of the change that the transformative leader is calling for means people willingly and passionately work for that vision
,
emulating the leader.
People eventually give up having to know everything (no longer need to be the expert) and will
hunger for the insights and input from others
.
They will be willing to unlearn, relearn and remain
lifelong learners
Why shift occurs within people: Slide33
Transformational leaders are trying to effect change in society, workplaces and institutions Slide34
The role of change agent is not appropriate in every situation and not all home economists will be comfortable with the role.
AND... if you do not see yourself as a change agent, you will not be one, at least not intentionally.
Caveat: Change AgentSlide35
Transformative leaders help others unearth, unpack, and examine underlying issues (ethical and ideological) so they can challenge the status quo.
They help raise people’s consciousness (awareness) of issues of consequence, and help them see what might be holding them back from embracing the vision.Slide36
Slide37
Part of changing belief systems involves letting go of old, tried-and-true ways by rethinking ideas from fresh perspectives.Typically, belief systems are interjected from outside sources, unconsciously accepted, and then integrated into a person’s belief structure, and
then
manifested in daily life and practice. With transformative leadership, transformative beliefs are consciously internalized, intentionally
woven into one’s belief structure, and
purposively
manifested in daily life and practice.
A bit about belief systems and changing world viewsSlide38
We each have a worldview that informs our practice and sometimes it prevents us from learning new things.
Said another way, we each have
mind viruses that have entrenched themselves into our psyche. The spores of the virus work hard in our heads by pushing buttons, reinforcing stereotypes, and entrenching biases, making it very hard to unlearn so we can learn new things; that is, see the world differently and embrace a new vision.
The challenge of Mind Viruses (world views)Slide39
getting
angry
when reading something that does not resonate with what you think is true
getting
angry
when listening to ideas or suggestions that
unsettle
you
getting
confused
with new information or directions from others on how and why to do something
seeking distractions
from the event or idea that is making you uncomfortable
feeling that work/life
lacks meaning
feeling that life is
less focused
than before
feeling like
something is wrong
but just cannot put your finger on it
Symptoms of a mind virus working hard to protect its territory, so things cannot be stolen away (protect that comfortable, familiar world view): Slide40
After reading
Banaji
and Greenwald’s book “Blind Spot,” Melinda Henneberger
called cognitive biases
“mental stowaways”
She called worldviews and biases ‘
mind bugs
’!
She said these bugs, these biases,
take root
in our brains, and color everything.
They ‘tug’ people to prefer one thing over another, leading to
anti or pro
views and preferential or harmful treatment of others.
Holding a bias (being infected with the bug) does not mean people act on it; BUT, the stronger the bias (
the deeper the bug has dug in
), the more likely people are to act on the influence of the bug (the bias).
These
bugs
burrow into our brains and it is
VERY hard to dislodge them. BUT being aware of cognitive biases (worldviews shaping the status quo) at least helps people work around them
and make more informed decisions and judgements.Slide41
When a person feels resistance when asked to do something, this usually means that the mind virus is working hard.
But... these viral mental defenses can be understood for what they are - natural, normal reactions to changes in the status quo that is currently
working for you.The next step may be to purge the mental virus that no longer serves your purpose in life (and no, you do not throw people away when you purge)
Acknowledge the resistanceSlide42
read widely about
paradigm shifts
write your thoughts down (be reflective)talk with like-minded people (dialogue
)
talk with people
who have experienced a disorienting change in their life (a personal transformation)
remain
open minded
to make room for new ideas
Steps to purge a mind virus (worldview) so transformative leader’s vision can be embraced:Slide43
knows who she is and what she believes (
self-knowledge
) is aware of her own biases (inclinations toward something that inhibit judgement) that create prejudices, which may result in uncritical acceptance of status quois
aware of the assumptions
she brings to a situation, and can
articulate ideologies
and paradigms that inform things she would otherwise take for granted
On a personal level, a transformative change agent:Slide44
understands why she values things (especially her guiding
principles
)understands why she brings certain expectations of people to a situationis conscious of how she and others are
framing issues
(this affects what gets presented as a problem, and how)
is comfortable holding herself and others
accountable
for actions
On a personal level, a transformative change agent:Slide45
Transformative leaders know who they are and what they need to do!
Slide46
influence
by serving as role models of the ideal (they are models of excellence). When done well, followers will trust and respect them and
want to emulate them and internalize their ideals (ideas and visions).
This entails:
instilling pride, trust, mutual interest, common-good interest, respect, power and confidence; and,
talking about values and beliefs, the importance of having a strong purpose, the moral and ethical consequences of decisions, and the importance of a collective sense of mission.
They need to…Slide47
motivate (provide incentive and stimulate followers’ interest) by clearly articulating their vision in such a way that followers ‘catch the passion’ and want to fulfil goals to reach that future.
They talk optimistically about the future, enthusiastically about what needs to be accomplished, and express confidence that the goals can be (should be) achieved.
They need to…Slide48
Engage in intellectual stimulation.
They simultaneously challenge the status quo and underlying assumptions
while stimulating followers to explore creative new ways to do things so that the status quo can be changed.
Change cannot occur unless the status of the current situation is transformed. Followers need to engage with differing perspectives and viewpoints so creative problem posing and solving can happen, due to being intellectually stimulated.
They need to…Slide49
Act as a coach and mentor.
They help followers strive for higher levels of potential and actualization. They provide new learning opportunities in a supportive climate to ensure that followers can achieve personal transformation.
They give due consideration to the needs of individual followers by spending time with them, listening to them, and valuing their respective needs
vis
-
-
vis
achieving the vision.
They do this because they believe that it is the diversity of the team that makes it strong.
And… they need toSlide50
Source: Transformative Leadership Coaching and Consulting http://www.tlcc.biz/Transformational%20Behaviors%20Model%20ShapeSmall.jpg
Slide51
are willing to stand in the center and amass ideas and energy around them. They are pioneers
who pave the way for others to make the journey
with them.They value fellowship (companionship), with some people having more responsibilities than others, but with everyone learning together to achieve the vision.
They are
courageous, creative deviants
, not rabble rousers, who
challenge the status quo
; and,
help others become energized, focused and sustainable agents of change.
Final note… in the face of resistance and pushback, transformative leaders Slide52Slide53
Transformational leaders inspire people to do more and to persevere even during the hard times!!Slide54
Avolio, B. J. (2011). Full range leadership development. Thousand Oaks, CA: Sage. Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire.
Journal of Occupational and Organizational Psychology, 72
(4), 441-462.Bass, B. M. (1985). Leadership and performance beyond expectation. New York, NY: Free Press.Bass, B. M., & Avolio, B. J. (Eds.). (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.
Bass, B. M., & Avolio, B. J. (1997).
Full range leadership development: Manual for the multifactor leadership questionnaire
. Menlo Park, CA: Mind Garden.
Burns, J. M. (1978).
Leadership
. New York, NY: Harper & Row.
David, T. (2012).
Transformative leadership in practice.
San Francisco, CA: The Compton Foundation. Retrieved from
http://www.comptonfoundation.org/wp-content/uploads/2012/09/Transformative-Leadership-in-Practice.pdf
McGregor, S. L. T. (2006).
Transformative practice
. East Lansing, MI: Kappa Omicron Nu.
ReferencesSlide55
www.consultmcgregor.com