Transformational
Leadership In Practice
Aditi Batheja
Purpose
Talk
Quick Recap.
Importance of Leadership
Vision,
managing is important
Transformational Leadership has the biggest impact on
morale, motivation, stress, job satisfaction, productivity and
performance
Importance of Leadership
Poor
PERF
pe
m
o
c
40-50%
effective
e
c
n
te
motivation
TIME
Controlling Styles
Unclear
Lack
of autonomy
Lack
of social support
Levels Of Arousal
Unacceptable level
Perf.
Acceptable level of stress
Leadership Development
is both a financial and moral imperative.
Stress is increasing in
organisations at a phenomenal
rate
Cost of stress is also increasing
(in terms of absence as well as performance)
Beverly Alimo-Metcalfe
1960s
1970s
Situational/Contingency
Approach
Levels of
Control
Levels of
Autonomy
Autocratic
Tannenbaum Schmidt
Blanchard-Situational Leadership
PARTICIPATE
SELL
DELEGATE
TELL
FOLLOWER MATURITY
HIGH
LOW
Its
rare
Its found mainly at the top
Its about being super-human
You can only do it if you are male!
(Well save that one for another time)
Beverly Alimo-Metcalfe
Research on Charisma
Early
(Leadership)
(Management)
Creating
Transformational Leadership
Planning
Budgeting:
Establishing Direction:
Agendas
Developing HR
Organising &
Staffing
Execution
Controlling &
Problemsolving:
Outcomes
Produces a
degree of
predictability
& order
Aligning People:
Is transactional
Promotes the status quo
Transactional
Influence (Vision)
Inspirational Motivation (Charisma)
Intellectual Stimulation
Individualised Consideration
Vision
Vision is the dream that invents the future
Developing
a shared vision
Direction, aligning people
Painting pictures
Make people believe its achievable
Be a Good Conductor
The task is to get the orchestra
working to deliver the music in your
head. Its a three stage operationhear the music, get it over to the
orchestra get them to give it to the
audience
Leonard Bernstein
Redefining Charisma
Quietly
effective
Positive role models others look up to and want to
follow
Encourage people to give more of themselves, go
the extra mile
Can be positive or negative
Beware the pseudo-charismatics
Pseudo- Charismatics
Often
do well at interview
All gloss and no substance
Highly visible
Good at self promotion/taking credit for the
work of others
Dont deliver results
Can generate compliance cultures
Potentially Worrying !!
Intellectual Stimulation
Encourage
Individualised Consideration
Genuine
Competency Framework
Managing poor
performance
Structures
Appraisal
Delegations
Decision making
Training on personnel
policies and procedures
Constitution
Based
Focus
Gender
Transformational Leaders
Are
outward looking
Drive change in organisations and make things
happen
Clear sense of direction and focus
Develop a shared vision and bring people along with
them
Communicate positive expectations
Accessible, approachable, are honest consistent
and act with integrity
Motivate and empower employees, help them cope
with change
BOSS
LINE
MANAGER
TEAM
LEADER
Particularly As..
Direct
0.6
.18
Self
.24
Staff
0.6
Colleagues
Activity
How
Lessons Learned
Embedding Transformational Leadership
Schein
Influence
s
Reinforce
s
Behaviour
Embedding TF-Research
Clear
Some Examples
We
Systems
Reward-measure
recognise and reward the
Lessons Learned
Embedding 360 Degree Appraisal
was the last time you asked for feedback about your
personal style?
How frank were the conversations?
Do you know how your team would describe your style,
your strengths, what you bring?
Do you know what they want you to stop doing/ do
differently?
Is there two way or one way feedback in A and D?
Embedding
Transformational
Leadership In Practice
A Question to close..
Can an organisation be transformational or is it
the people that make it?