Transformational

Leadership in India

Rashmi Sharma (49)

Roshni Shetty (50)
Saurabh Shrivastava (51)
Neha Somai (52)
Sonam Somaiya (53)
Adarsh Kumar (54)

What is Transformational
Leadership?
Introduced

by James
MacGregor Burns
transformational
leadership engages
everyone in such a way
that both leaders and
followers raise one another
to higher levels of
motivation and morality

Characteristics of
Transformational Leaders

Lee Kuan Yew

Four unique aspects of his
leadership
1. Strategist
2. Aversion to strong
ideologies
3. Emphasis on meritrocracy in
government
4. Unconventional and
practical approach related
to human resources.

Multifactor Leadership
Questionnaire

MLQ

is the most widely used tool for

assessing leadership behavior.
It assesses leaders on 5 parameters:
Idealized attributes.
Idealized behaviors.
Inspirational Motivation.
Intellectual stimulation.
Individualized consideration.
The cross cultural validity of MLQ is under
apprehension.

The Culture Factor!!

Culture

is a set of underlying
assumptions, norms and beliefs shared by
members of a group.
Leadership is a social phenomenon.
Need for culture specific theory:
The existing theories did not capture the
essence of other places of the world
except the western world.
India in leadership context: why culture
should be considered?

Study 1 - Grounded Theory

For Item Generation
Raised

the awareness of followers

about issues of consequence
Shifted them to higher level
needs And
Influence them to transcend their
self-interests.

The Process
Data

collection :open ended questionnaire.

Coding procedure : people who had
experienced transformation were
considered as valid information.
Data Analysis : observed behaviors
recurring in respondents responses
through iterative n inferential process.
Sorting process : deletion of items that
seems to be conceptually inconsistent.

The Process
Item

Generation : At least three

items from current data, Totaling
51 items retained that had
emerged from data.

Study 2 - Factor analysis

Factor analysis attempts to bring
intercorrelated variables together under
more general, underlying variables.
The variables with high intercorrelations
could well measure one underlying
variable, which is called a factor.
This projection of the scores of the
original variables on the factor leads to
two results: factor scores and factor
loadings

Factor Scores
the scores of a subject on a []
factor.
Factor Loading
factor loadings are the
correlation of the original
variable with a factor

Exploratory factor
analysis
Described

as orderly
simplification of interrelated
measures.
Used to explore the possible
underlying factor structure of a
set of observed variables without
imposing a preconceived structure
on the outcome.

Study-2
51

items from Study-1 was

administered to 379 managers.
Included 5 factor model of MLQ, as
in:

Idealized influence.(attribute)
Idealized influence.(behavior)
Inspirational motivation.
Intellectual simulation.
Individual consideration.

Results after EFA

9

factor emerged as a whole out

of which 6 were finalized as 3
factors had one item each.
Cross loadings were removed.
The number of items fell form 51
to 32.

Confirmatory Factor
Analysis
is

a statistical technique used to

verify the factor structure of a set
of observed variables.
to test the hypothesis that a
relationship between observed
variables and their underlying
latent constructs exists.

Results after CFA

6

factor model and 9 factor

model were compared together.
GFI(Goodness of Fit Index) was
comparitively low in 9 Factor
model.
Thus 6 Factor Model with
modified item to total of 27 is
selected.

6 Factor Model constituted of :

Performance oriented and humane;

Open and nurturing ;
Sensitive and conscientious;
Personal touch;
Conviction in self;
Non-traditional.

Study 3 Scale Validation

Final

Sample : 101 ManagerSubordinate dyads

Instruments Used
27 items from Study 2
+
Laissez-faire, Satisfaction with
leader, Extra effort by subordinate,
perception of leaders
Effectiveness.

Capturing Subordinate
Performance
Actual

measure of performance
rating (single item measure)

Contextual

performance (mean of
16 items) 5 pt Likert scale

Task

performance (mean of 3
items)
7 pt Likert scale

Validity of new scales

Convergent

Validity :
ITL positively correlates with
MLQ-TL and vice versa
Discriminant

Validity :
ITL negatively correlates with
factors like Laissez-faire

Validity of new scales

(contd)
Criterion

related validity :
(a)ITL positively correlate with
Satisfaction, Extra Effort and
Effectiveness
(b)ITL positively correlate with
contextual and task performance.
Only personal touch factor of
ITL positively correlates with
organization performance rating.

Data Co-relation

Comparisons between ITL

and MLQ-TL
Personal

touch
Sensitive and conscientious
Objective vs perceptual

ITL Factors
Performance

oriented and

humane
Openness and nurturing
Sensitive and conscientious
Personal touch
Conviction in self
Non traditional

Conclusion
Influence

of national culture on
the organisation
Leadership- a dynamic social
process
LimiFine tuning, need to be
defined in specific languages
ITL- some aspects unique to
India, others Universal

References
http://www.let.rug.nl/nerbonne/te

ach/rema-stats-meth-seminar/Facto
r-Analysis-Kootstra-04.PDF
http://www2.sas.com/proceedings
/sugi31/200-31.pdf
http://www.adityabirla.com/media
/features/transformational_leaders
hip.htm