What is It?

Leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole. In this leadership style, the leader enhances the motivation, moral and performance of his follower group.

James MacGregor Burns “Leadership” 1978

Taught in the context of Transformational vs. Transactional

Influenced by Maslow’s Theory of Needs

Maslow’s Hierarchy of Needs

Transactional leadership is defined as the influence of a leader toward his subordinates using reward and punishment as a form of motivational medium.

Transformational leadership model in which the leader works as a model and a motivator, encouraging the followers to work not because of an exchange of value but for the love of their work. The transformational leader encourages his followers to love their craft and value their own input, making a positive change toward being future leaders

Transactional:

Building on man's need to get a job done and make a living

Transformational:

Building on man's need for meaning

Transactional:

Is preoccupied with power and position, politics and perks

Transformational:

Is preoccupied with purpose and values, morals and ethics

Transactional:

Is mired in daily affairs

Transformational:

Transcends daily affairs

Transactional:

Is short term and hard data orientated

Transformational:

Is orientated towards long term goals and principled

Transactional:

Supports structures and systems that reinforce the bottom line, maximize efficiency, and short-term profits

Transformational:

Aligns internal structures and systems to reinforce overarching values and long-term goals

Implementation Components

Charisma or idealized influence

This is the degree to which the leader behaves in admirable ways that cause followers to identify with the leader.

Implementation Components

Inspirational motivation

The degree to which the leader articulates a vision that is appealing and inspiring to followers.

Implementation Components

Intellectual stimulation

The degree to which the leader challenges assumptions, takes risks and solicits followers' ideas.

Implementation Components

Individualized consideration or individualized attention

The degree to which the leader attends to each follower's needs, acts as a mentor or coach and listens to the followers concerns and needs.

Why?

Change and Change Management

Startup

Growth

Decline

Maturity

Industry Life Cycle

Why?p_jobgroup age30 age40 age50 age60 age65age65plus

CRAFTWORKERS 2 10 18 18 1 0LABORERS 0 1 2 2 0 0OFFICE CLERICAL 0 0 8 4 1 0OFFICIALS & MANAGERS 7 0 7 20 3 2OPERATIVES- SEMI SKILLED 0 1 9 8 4 0PROFESSIONALS 0 1 1 4 1 0SERVICE WORKERS 0 0 1 3 0 0TECHNICIANS 0 1 2 2 0 1

9 14 48 61 10 3

Multi-Generations in the Workplace

The Traditionalists 1927 - 1945

Baby Boomers 1946 – 1964

Generation X 1965 - 1980

Generation Y 20’s

Multi-Generations in the Workplace

The Traditionalists 1927 – 1945

Raised during the Depression

Cherish their jobs

Prefer face-to-face interaction.

Multi-Generations in the WorkplaceBaby Boomers 1946 – 1964well-established in their careersequate salaries, long hours with success

High levels of responsibility, perks, praise and challenges will motivate

Multi-Generations in the Workplace

Generation X 1965 – 1980

places a premium on family time

value work/life balance

don’t want face time. Flexible hours and challenging assignments will motivate

Multi-Generations in the WorkplaceGeneration Y 20’sfastest growing segment of workforcecreative, achievement-oriented and tech-savvy. cultivate a team-oriented environmentImmediate feedback and praise will help motivate

Resources

Kickmeinthehead.com

Web Links

Books

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