Transformational Leadership Paradigm

Presentation
EDUC 5205 UOIT Spring 2014

Presenters

Corrine McCormick-Brighton

Sandy Odrowski

Virginia Harwood

Presentation Objectives

Discuss the definition, history and theorists in the

transformational leadership paradigm

Examine assumptions underpinning the

transformational leadership paradigm

Discuss how the transformational leadership paradigm

situates power and authority

Discuss the advantages and disadvantages of the

transformational leadership paradigm for organizations
and groups

Use technology to support our collective learning of the

transformational leadership paradigm

Agenda

History

Bass Model of Transformative Leadership (TL)

The 4 Is of TL

Assumptions of Transformative Leadership

Power and Authority

Roses and Thorns

Instructional Leadership

Closing Remarks

Hold that thought

Take a moment to:

Think about someone you feel is a

leader

OR look up leadership quotes online

and select one that resonates with you

Record the name of the person (first

name is fine) and/or your quote on the
Padlet

http://padlet.com/wall/1mqhkk3n7pae

We will come back to these later

Transformational Leadership
The Big Picture
Transformational Leadership is a
leadership approach that
Causes change
In individuals
In organizations
In social systems

In the beginning

James MacGregor
Burns (1978)

Introduces concept of
transforming
leadership

His research was onSource: Burns (1978) Retrieved

from
political leaders
http://www.goodreads.com/book/sho
w/291096.Transforming_Leadership

Transforming Leadership
Burns (1978)

inducing followers to act for certain goals

that represent the values and motivationsthe wants and needs, the aspirations and
expectations-of both leaders and
followers (p.19)

Leader-follower interactions could be either:

Transactional
Transformational
Source: Burns, J.M. (1978). Leadership. New York: Harper and
Row..

Transforming vs. Transactional

Burns (1978)
Transforming

Taps into followers higher

needs and values and
aligns to organizational
values

Relationship develops

Inspires and raises

confidence and higher
level of needs

Desire to achieve common,

moral purpose
Work toward change in
organizational culture

Transactional

Follower caused to act in

certain way

Focus on exchange of
expected transaction

Contingent rewards

Negative rewards

No aspirations of
organizational cultural
change

Bass Model of Transformational

Bernard M. Bass (1985) refines and extends the work of Burns
Leadership
(1978):

Paramount focus on followers needs

Transactional and transformational leadership on a continuum

Source:
http://nwlink.com/~donclark/leader/transformational_leadership.html

Leaders charisma (House, 1976) is necessary but extends to emotions

How leaders behaviour impacts follower motivation and performance

Establishes a measure of transformative leadership Multifactor

Leadership Questionnaire (MLQ)

The Heart of Transformational

Leadership
The 4 Is
Please take a few minutes to:
View Peter Northouse discussing
Transformational Leadership and
the 4 Is
http://bcove.me/1kspq8s9

The 4 Is

The 4 Is Factor Activity

Divide yourselves evenly into the breakout

rooms

We have provided you with a graphic outline

that summarizes the key points for each
factor

Consider the four factors in relation to the

quote/leader you noted in the Padlet

Discuss if your selected quote/leader has

elements of the four factors and record your
thoughts on the Padlet

Beyond the Expected

Source: Northhouse
(2010)

Assumptions of the TL Model

Power in the TL Model

Who has it?

Why?

Whose authority
drives the
organization?

Roses and Thorns of TL

Paradigm

Please visit the whiteboard and

jot down a few ideas

Our thoughts on Roses and Thorns:

ROSES:
~Confidence
~High Expectations
~Social Change (needed)
~Vision (shared vision)
~Self-Actualized
~Motivates
~Help followers to advance
~Encourage problem solving
~Innovate (creative)
~Moral/Ethical (trust)
~Highly correlated with
outcomes ineffectiveness and
satisfaction of colleagues
(compared to contingent
reward)

THORNS:
~Presume all followers
want to emulate their
leader
~Criticism of MLQ
measurement tool
~Argued as trait based
versus behavioural
~lead to negative
outcomes due to the
traits/behaviour of the
leader (manipulative)
~anti-democratic
(leaders vision)

A Word About Instructional

Leadership

Developed during the effective

movement of the 1980s

Shift to leader of instructional leaders

(shared instructional leadership)

Focus on the manner in which leadership

improves educational outcomes

Integrated approach when applied with

transformative leadership (Marks &
Printy, 2003)

Transformational + Instructional
= Integrated Approach

Source: Rudin, S. (Producer), & Linklater, R. (Director). ( 2003).

School of Rock [Motion picture]. United States: Paramount Pictures.

Questions

Resources

Please refer to the infographic

that we

created for you

References

References

References