Description
Module 05: Introduction
Attached Files:
Chapter 8 PowerPoint slides (129.426 KB)
In this module, you will examine the transactional, charismatic, and transformational approaches to leadership. These three leadership theories are influential and popular with both academics and practitioners. The module interactive lecture builds on the foundations of these theories by the original researchers and explains how the approaches are still in use today. You will also learn about the Leader-Member Exchange (LMX) theory. LMX addresses the leader regarding in-group and out-group relationships. The in-group are people with whom the leader has a positive relationship, while the out-group refers to those with whom the leader only consults about the specific jobs and tasks required.
Learning Outcomes
Critique the main components of the transactional, charismatic, and transformational leadership styles.
Evaluate the use of the transactional, charismatic, and transformational leadership styles in a formal setting.
ReadingsRequired:
Leadership: Theory and Practice: Chapter 8: Transformational Leadership
Cherry, K. (2023, February 24). How transformational leadership can inspire others. VeryWellMind. https://www.verywellmind.com/what-is-transformational-leadership-2795313
Recommended:
Chapter 8 PowerPoint Slides – Leadership: Theory and Practice
Module 05: Critical Thinking Assignment
Leadership Style
Dr. Wassmiah is a leader in a local hospital and works well in the environment. The hospital’s environment is characterized by well-defined individual roles where each employee knows what is expected of him or her. Employee conflicts are minimized as everyone understands his or her responsibility, and the coordination of all activities leads to goal attainment. There is no duplication of work. Dr. Wassmiah encourages people to perform well and rewards positive behavior to boost productivity. Most goals Dr. Wassmiah sets are short-term, making them easier to fulfill, less intimidating to achieve, and as a result, employees are interested in obtaining the various rewards. When a problem arises, Dr. Wassmiah directs the employees in what to do and is quick to point out if the employee does not deliver results. However, Dr. Wassmiah suspects that employees are not working when there is no supervision.What style of leadership is most likely described in this case and why have you reached that conclusion? What are the advantages of this type of leadership and what examples from the case support your position? What are the disadvantages of this type of leadership and what examples from the case support your position? What are the implications for employee motivation with this type of leadership? What other styles of leadership might be complementary to that described in the case and why?
Directions:
Write an essay that includes an introduction paragraph, the essay’s body, and a conclusion paragraph to address the assignment’s guide questions. Do not address the questions using a question-and-answer format.
Your well-written paper should meet the following requirements:
Be 3-5 pages in length, which does not include the title and reference pages, which are never a part of the content minimum requirements.
Use Saudi Electronic University academic writing standards and APA style guidelines.
Support your submission with course material concepts, principles, and theories from the textbook and at least two current, scholarly, peer-reviewed journal articles. Current articles are those published in the last five years.
It is strongly encouraged that you submit all assignments to the Turnitin Originality Check prior to submitting it to your instructor for grading. If you are unsure how to submit an assignment to the Originality Check tool, review the Turnitin Originality Check–Student Guide for step-by-step instructions.
Before submission, review the grading rubric to see how you will be graded for this assignment.
Unformatted Attachment Preview
Chapter 8: Transformational
Leadership
Description (1 of 17)
• Current and popular.
• Changes and transforms people.
• “New Leadership” paradigm.
• Increased research.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
2
Description (2 of 17)
• Emphasizes motivation and follower
development.
– Fits today’s work group needs.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
3
Description (3 of 17)
Transformational Leadership Defined (1 of 2).
• Transactional leadership.
• Transformational leadership.
• Exchange dimension.
• Employees prefer transformational
leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
4
Description (4 of 17)
Transformational Leadership Defined (2 of 2).
• Pseudotransformational leadership.
• Aspects of pseudotransformational
leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
5
Description (5 of 17)
Transformational Leadership and Charisma
(1 of 3).
• Charisma.
• House’s theory of charismatic leadership.
• Personality characteristics.
• Behaviors.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
6
Description (6 of 17)
Transformational Leadership and Charisma
(2 of 3).
• Effects of charismatic leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
7
Description (7 of 17)
TABLE 8.1 Personality Characteristics, Behaviors, and Effects on Followers of
Charismatic Leadership
Personality
Characteristics
Behaviors
Effects on Followers
Dominant
Sets strong role model
Trust in leader’s ideology
Desire to influence
Shows competence
Belief similarity between leader and
follower
Self-confident
Articulates goals
Unquestioning acceptance
Strong moral values
Communicates high expectations
Affection toward leader
Expresses confidence
Obedience
Arouses motives
Identification with leader
Emotional involvement
Heightened goals
Increased confidence
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
8
Description (8 of 17)
Transformational Leadership and Charisma
(3 of 3).
• Effects often occur with distress.
• Shamir, House, and Arthur (1993) revised
House’s theory.
• Ties followers to organization.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
9
Description (9 of 17)
A Model of Transformational Leadership.
• Bass (1985): expanded and refined model.
• Emphasized emotional elements.
• Stressed follower motivation.
• Seven different factors.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
10
Description (10 of 17)
TABLE 8.2 Leadership Factors
Transformational
Leadership
Transactional
Leadership
Laissez-Faire
Leadership
Factor 1
Idealized influence
Charisma
Factor 5
Contingent reward
Constructive
transactions
Factor 7
Laissez-faire
Nontransactional
Factor 2
Inspirational motivation
Factor 6
Management by
exception
Active and passive
Corrective transactions
Factor 3
Intellectual stimulation
Factor 4
Individualized
consideration
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
11
Description (11 of 17)
A Model of Transformational Leadership:
Transformational Leadership Factors (1 of 2).
• Charisma or idealized influence.
• Attributional component.
• Behavioral component.
• Inspiration or inspirational motivation.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
12
Description (12 of 17)
A Model of Transformational Leadership:
Transformational Leadership Factors (2 of 2).
• Intellectual stimulation.
• Individualized consideration.
• Transformational produces more effects than
transactional.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
13
Description (13 of 17)
A Model of Transformational Leadership:
Transactional Leadership Factors.
• Contingent reward.
– Constructive transaction.
• Management by exception.
– Active versus passive.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
14
Description (14 of 17)
A Model of Transformational Leadership:
Nonleadership Factor.
• Laissez-faire.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
15
Description (15 of 17)
A Model of Transformational Leadership:
Transformational Leadership Measurements.
• Multifactor Leadership Questionnaire (MLQ).
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
16
Description (16 of 17)
Other Transformational Perspectives:
Bennis and Nanus.
• Questioned leaders on their lives
and personalities.
• Four common leader strategies.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
17
Description (17 of 17)
Other Transformational Perspectives:
Kouzes and Posner.
• Interviewed leaders and analyzed.
• Five practices.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
18
How Does the Transformational
Leadership Approach Work? (1 of 2)
• Broad-based and multi-faceted.
• Aims to empower followers.
• Depends on a vision.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
19
How Does the Transformational
Leadership Approach Work? (2 of 2)
• Organizational values and norms.
• Working with people.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
20
Strengths (1 of 2)
• Widely researched.
• Appealing.
• Acknowledges follower–leader process.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
21
Strengths (2 of 2)
• Broad view of leadership.
• Emphasizes followers’ needs, values, and
morals.
• Evidence of effectiveness.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
22
Criticisms (1 of 3)
• Lacks conceptual clarity.
– Broad characteristics and parameters.
– Overlap.
• Measurement issues.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
23
Criticisms (2 of 3)
• Leadership as a personality trait.
• Lack of evidential support.
• Elitist and antidemocratic.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
24
Criticisms (3 of 3)
• Leader unreliability.
• Question of universality.
• Question of use with millennials.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
25
Application (1 of 2)
• Generalized approach.
• Emphasizes individual leader traits.
• Widely applicable.
• Uses MLQ or similar assessment.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
26
Application (2 of 2)
• Vision-focused.
• Sosik and Jung (2010) guide.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
27
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