Northouse, Leadership: Theory and Practice, Seventh Edition: Instructor Resource
Jason Colon
LDS. 1301 (sec. 2)
Chapter 8 – Transformational Leadership
Questions for Study
1. Describe what is implied by the term “transformational leadership.”
- Transformational leadership means that this leadership process changes and transforms people.
2. What accounts for the popularity of this concept?
- One of the reasons given for this concept having such popularity, is that due to its emphasis on intrinsic motivation and follower development, it fits the need of today’s work groups.
3. Explain the differences between transactional and transformational leadership.
- In transactional leadership there is an exchange between leaders and followers. For example, a teacher giving out grades in a class shows an exchange between the teacher and the students. Transformation leadership, on the other hand, is different because the leader and follower form a connection that increases levels of motivation and morality in both parties involved.
4. Define and describe pseudotransformational leadership from Bass’s (1998, 2006) perspective.
- Pseduotransformational leadership refers to leaders who are self-consumed, exploitive, power oriented, and with warped moral values. It is considered a form of personalized leadership. Focuses on the leader’s own interests rather than those of other followers.
5. What did Christie, Barling, and Turner (2011) contribute to our understanding of pseudotransformational leadership?
- These researches created a preliminary model of transformational leadership with four different parts. Their model suggests that pseudotransformational leaders are strong in inspirational talent and appeal, but are manipulative and dominates followers towards the leader’s own goals. Shows pseudotransformational leadership as a threat to the common good.
6. Discuss what other real-world leaders, past or present, could be considered transformational leaders.
- Matin Luther King, I believe, falls into the category of transformational leaders. He came around during a time when segregation was horrendous and was able to rectify the hearts of many with his speeches and demonstrations. Another example is Adolf Hitler and his transformation of Germany into a Nazi regime, swindling the hearts of many people and pushing forward his own cause and ideas.
7. Explain the personality characteristics and types of behaviors often associated with charismatic leaders.
- The personality characteristics associated with charismatic leaders are: being dominant, having a strong desire to influence others, being self-confident, and having a strong sense of one’s own moral values. Behavioral characteristics associated with this are: they are strong role models for the beliefs and values they want their followers to adopt, they appear competent to followers, communicate high expectations to followers, and they articulate goals with moral overtones.
8. Describe the view that leadership is on a continuum ranging from transformational to laissez-faire.
- The view that leadership is on a single continuum signifies that it is a gradual process, where one form of leadership must occur prior to others. It argues that all leadership factors play a role on the same field as the others do. Meaning they all have some sort of effect on each other and are inter-connected in some way.
9. Explain the seven factors incorporated in the Bass Model of Transformational and Transactional Leadership.
- The seven factors incorporated in the Bass Model are as follows: 1.) Idealized influence/Charisma, 2.) Inspirational motivation, 3.) Intellectual stimulation, 4.) Individualized consideration, 5.) Contingent reward/Constructive transactions, 6.) Management-by-exception/Active and passive/Corrective transactions, 7.) Laissez-faire/Nontransactional .
10. Describe the work of Bennis and Nanus and the work of Kouzes and Posner. What are the similarities in their research methods?
- In the work of Bennis and Nanus, they gathered a large number of leaders and asked them questions about their careers. Nanus identified four common strategies that leaders used in order to transform organizations. Research conducted by Kouzes and Posner was similar. These researchers had a large number of middle and senior level managers interviewed. With this information they were able to put together five fundamental practices that enable leaders to get extraordinary things accomplished.
11. Explain the four leadership strategies identified by Bennis and Nanus.
- The four leadership strategies identified by Bennis and Nanus are: 1.) A clear vision of the future – leaders have a clear and realistic view of their company vision and thus were able to get others on board as well. 2.) Leaders were social architects – capable of creating and developing a company norm for the shared meaning between co-workers. 3.) Leaders created trust in their organizations – by making positions clearly known and then standing by them. 4.) Leaders used creative development of self – emphasizing a leader’s strengths and diminishing weaknesses.
12. Explain Kouzes and Posner’s five practices that enable leaders to get extraordinary things accomplished.
- The five practices Kouzes and Posner came up with are: 1.) Model the Way – leaders need to be clear about their own beliefs and philosophy, 2.) Inspire a Shared Vision – create compelling visions that can motivate others, 3.) Challenge the Process – being willing to step into the unknown, 4.) Enable others to Act – outstanding leaders are effective at working with people, 5.) Encourage the Heart – rewarding other for accomplishments.
13. What are strengths of transformational leadership theory?
- Strengths of the transformational leadership theory are: the theory has a large body of research put into from various large companies. The theory also has intuitive appeal, followers want a leader to present their vision. Transformation leadership is an effective form of leadership, places a strong emphasis on followers, and treats leadership as a process between leaders and followers.
14. What are criticisms of transformational leadership theory?
- Criticisms of transformational leadership theory are: the theory is very broad and lacks conceptual clarity, doubts about how measurements of leadership are taken are also critiqued. The theory is criticized of treating leadership as a personality trait or person disposition. Some feel that transformational leadership is elitist and antidemocratic, also the theory lacks evidence of transformational leaders actually transforming an organization.