Theories of Leadership (continued)
- Transformational, Transactional,
and Laissez-Faire Leadership
Current research focuses on factors differentiating extraordinary
from ordinary leadership styles. In both, leaders actively intervene
to prevent problems.
 Transformational
(extraordinary) Leadership
suggests "effective leaders are role models who gain the
respect, trust, and confidence of their followers (Kuhnert and
Lewis, 1987) Research shows that followers think them more effective
than normal leaders. One of major concerns is "followers
may become dependent on the leader." -- may depend on approval
from the leader, and self esteem may depend too much on recognition
from leader.
- take initiative for change.
"The main premise is that a transformational leader can
change the followers' awareness or organizational outcomes by
encouraging them to pass up their own self-interests for those
of the organization" (Bycio, Hackett, and Allen 1995).
- shifts needs, beliefs, and values
of followers and does not demand compliance (Kuhnert and Lewis,
1987).
- facilitate followers' growth
by empowering them. Delegate responsibility, encourage them to
be creative, think on own.
- set challenging goals, create
shared vision (Bradley et al. 2002).
- encourages them to excel, nurtures
ability to contribute (Eagly, Johannsen-Schmidt, and vanEngen
2003).
- raises followers' confidence
levels and broadens their needs to support development to higher
potential. "Such total engagement -- emotional, intellectual,
and moral -- encourages followers to develop and perform beyond
expectations (Burns 1978, Bass, 1985; Sergiovanni, 1990).
- their belief system include
"end values" such as justice and integrity that can't
be negotiated (Kuhnert and Lewis, 1987).
- they must have higher level
of "emotional intelligence," i.e., "a set of abilities
on how effectively one manages, monitors, and deals with emotions
in oneself and others" (Palmer et al, 2001).
- 4 dimensions through which followers
personally identify with leader -- result being role-modeling
(according to Bass, 1985):
- idealized influence: "leader's charismatic dimensions
that cause followers to identify with the leader."
- inspirational motivation: doesn't require identifying with leader.
"a leader who has a clear, appealing vision for people to
follow is inspiring". May lead by example.
- Intellectual stimulation:
"This involves questioning assumptions and challenging the
status quo." challenges followers to look more at problems.
- Individual consideration. "focuses on developing the employee.
The leader treats the follower as an important, valued contributor
to the workplace."
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