Becoming a Transformational Leader - SMU

PowerPoint PresentationLeader
An Offering • Cox Leadership Academy
Key Contacts
Q&A
Transformational Leadership
Think of the best leader you ever had. It could be a supervisor, teacher, sports coach or anyone that stand out to you as a leader.
Take a few minutes and note down what this individual did that made them a truly effective leader.
A definition:
Transformational leadership is a theory of leadership where a leader works with others/teams to inspire collective commitment and sacrifice toward a vision of a better future.
James MacGregor Burns (1978) first introduced the concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well.
According to Burns, transforming leadership is a process in which "leaders and followers help each other to advance to a higher level of morale and motivation".
He established two concepts: "transforming leadership" and "transactional leadership".
According to Burns, the transforming approach creates significant change in the life of people and organizations.
It redesigns perceptions and values, and changes expectations and aspirations of employees
A
Q
Unlike a transactional approach, it is not based on a "give and take" relationship, but on the leader's personality, traits and ability to make a change through example, articulation of an energizing vision and challenging goals.
Another researcher, Bernard M. Bass (1985), extended the work of Burns (1978) by explaining the psychological mechanisms that underlie transforming and transactional leadership; Bass also used the term "transformational" instead of "transforming.”
Now after over 30 years of research and a number of meta- analyses have shown that transformational and transactional leadership positively predicts a wide variety of performance outcomes including individual, group and organizational level variables (see Bass & Bass 2008, The Bass Handbook of Leadership: Theory, Research, and Managerial Applications" 4th edition Free Press).
•Raising awareness of moral standards
•Highlighting important priorities
•Creating an ethical climate (share values, high ethical standards)
•Encouraging followers to look beyond self-interests to the common good
•Promoting cooperation and harmony
•Using authentic, consistent means
•Providing individual coaching and mentoring for followers
•Appealing to the ideals of followers
•Allowing freedom of choice for followers
Transformational Leadership Transactional leadership refers to the exchange relationship between leader and follower to meet their own self-interests
Contingent reward - the leader clarifies for the follower through direction or participation what the follower needs to do to be rewarded for the effort.
Management-by-exception, in which the leader monitors the follower’s performance and takes corrective action if the follower fails to meet standards.
laissez-faire avoids taking any action.
Idealized Influence (also known as Charismatic Leadership) – Transformational leaders act in ways that make them role models. They are respected, admired and trusted. Followers identify
with them and describe them in terms that imply extraordinary capabilities, persistence and determination. These leaders are willing to take risk. They can consistently be relied upon to do
the right thing, displaying high moral and ethical standards.
Inspirational Motivation – These leaders embody the term “team spirit”. They show enthusiasm and optimism, providing both meaning and challenge to the work at hand. They create an atmosphere of commitment to goals and a shared vision.
Intellectual Stimulation – a Transformational Leader encourages creativity and fosters an atmosphere in which followers feel compelled to think about old problems in a new way.
Individualized Consideration – Transformational leaders act as mentors and coaches. Individual desires and needs are respected. Differences are accepted and two-way communication is
common. These leaders are considered to be good listeners, and along with this comes personalized interaction. Followers of these leaders move continually toward development of
higher levels of potential.
Transformational Leadership:
Evidence has accumulated to demonstrate that transformational leadership can move followers to exceed expected performance, as well as lead to high levels of follower satisfaction and commitment to the group and organization
In a 2010 study of 168 firms showed that: (1) transformational leadership influences organizational performance positively through organizational learning and innovation; (2) organizational learning influences organizational performance positively, both directly and indirectly through organizational innovation; (3) organizational innovation influences organizational performance positively.
The Multifactor Leadership Questionnaire (MLQ) has become the benchmark measure of
Transformational Leadership.
The MLQ measures, and the MLQ report makes personal to individuals how they relate on
the key factors that set truly exceptional leaders apart from marginal ones.
Valid across cultures and all types of organizations (see Bass 1997)
Easy to administer, requires 15 minutes for a rater to complete the 45 questions
Extensively researched and validated, documented in numerous journal articles and
independent studies.
Among leadership assessment methods, the MLQ provides the best relationship of “survey
data” to “organizational outcome”
•Builds Trust (Idealized Influence - Attributes): This 4-item scale measures the frequency in which leaders build trust, inspire power and pride, and go beyond their own individual interests for their followers.
•Acts with Integrity (Idealized Influence - Behaviors): This 4-item scale measures the frequency in which leaders act with integrity, talk about their values and beliefs, focus on a desirable vision, and consider the moral and ethical consequences of their actions.
•Encourages Others (Inspirational Motivation): This 4-item scale measures the frequency in which leaders behave in ways that motivate those around them by providing meaning and challenge to their followers' work.
•Encourages Innovative Thinking (Intellectual Stimulation): This 4-item scale measures the frequency in which leaders stimulate their followers' effort to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways.
•Coaches & Develops People (Individual Consideration): This 4-item scale measures the frequency in which leaders pay attention to each follower's needs for achievement and growth by acting as a coach or mentor.
Transactional Scale •Rewards Achievement (Contingent Reward): This 4-item scale measures the frequency in which leaders reward their followers in return for achievement of expected levels of performance.
•Monitors Deviations & Mistakes (Management-by-Exception: Active): This 4-item scale measures the frequency in which leaders monitor for deviations, mistakes, and errors and then take immediate corrective action.
Passive/Avoidant Behaviors •Fights Fires (Management-by-Exception: Passive): This 4-item scale measures the frequency in which leaders wait for a problem to appear before taking corrective action.
•Avoids Involvement (Laissez-Faire): This 4-item scale measures the frequency in which leaders refuse to assume the responsibilities that are a part of their position as leader
Can TL be trained?
In these two published studies, rigorous research designs were used to assess the effectiveness of leadership training in two different organizations. The results showed statistically significant changes in transformational leadership resulting from the training (Barling et at, 1996; Kelloway et at, 2000).
A Free MLQ valued at $250 for the first 5 people to email me at [email protected]
Subject Line: Free MLQ please
Be sure to include your contact information including a phone number
GET THE INSIGHTS THAT PROPEL SUCCESS
The SMU Cox Advantage
The SMU Cox Difference: Our Approach
• Training business leaders
Active participation
Sharing experiences
• Expert, engaging faculty who are leaders in their fields
• Relevant content based on the latest research
• Innovative tools you can put to work today
• Collaboration & networking with diverse colleagues
• Safe & challenging learning environment to think & test new ideas
SMU Cox Leadership Academy
September 15-17, November 10-12, February 2-4, & March 30 – April 1, 2021
In 10 challenging days, this new and dynamic leadership development course for VP-level and above will transform your leadership vision and approach from the inside out.
SMU Cox School of Business: The mission of the SMU Cox School of Business is to equip leaders with the knowledge, skills, and experience needed to become transformative business leaders in a changing world. Through learning activities based on a model of action and solutions, executives gain the acumen, interpersonal skills, and confidence to address real-world issues and challenges with clarity and conviction.
The Cox Leadership Academy (CLA): Learn. Understand. Act. Join forces with the bold optimists at SMU Cox, where we are forging a new future – together Engage with an innovative learning culture that is changing the way the world does business.
Cox Leadership Academy graduates are adaptable, innovative individuals who want to work in cross-functional teams and learn to critically analyze problems. They can succinctly communicate data insights and leverage technology in a global setting to solve complex business issues and lead effective change for business growth.
The SMU Cox Leadership Academy: Shaping Leaders for a Changing World
Program Objectives and Outcomes:
• Develop a growth mind set for oneself, others and the enterprise • Cultivate more confidence in one’s own capability, agility, and resilience • Better able to lead successful change initiatives • Adapt and integrate digital solutions into core business practices • Leverage trust, authenticity, and influence into everyday interactions. • Increase creativity and innovation orientation • Achieve maximum strategic foresight and execution • Increase collaboration across functional areas
• Become succession ready • Learn how to leave a legacy
Program Components
• A 6-month journey to becoming a transformative leader • A 360-degree assessment (The Multifactor Leadership and Authenticity
Questionnaire) • Bi-monthly residencies for two and half days (on our main SMU campus in
the Collins Center) • Academic rigor with practical application through an Integrated Leadership
Development Model: includes multi-modal learning, application learning, and an individual development plan for intentional growth, reflection exercises, peer coaching, and more.
• Personalized learning through one on one coaching (6 sessions) • Action learning project • Featured industry leader speakers throughout the program
Integrated Learning
Emotional and Social Intelligence) • The Influence Factor • Driving Results through Authentic
Presence • Leadership Resilience: Optimize Brain
Performance (in partnership with Brain Health Center)
• Leading in a Digital Age • Leading High Performance Teams
(face to face and distributed teams) • Overcoming Decision Making Biases
(in partnership with the Bush Institute) • Leader as Coach
• Diversity, Inclusion, and Innovation: Leading a Strategic Culture
• Innovating through Human Centered Design
• Strategic Analytics • Leading Effective Change (Simulation) • Strategic Management (from the
enterprise perspective) • Solving Complex Problems – Action
Learning Project Presentations • Creating Long-term Organizational
Sustainability
• Self-Development • Managing Vision and Purpose • Inspiring Others • Motivating Others • Integrity and Trust • Interpersonal Savvy • Understanding Others • Approachability • Caring about Direct Reports • Personal Learning • Dealing with Ambiguity • Business Acumen • Strategic Agility • Creativity
• Innovation Management • Intellectual Horsepower • Building Effective Teams • Decision Quality • Developing Direct Reports
and Others • Managing Diversity • Process Management • Perspective • Change Management • Collaboration • Comfort around Higher
Management
Lominger Competencies Addressed
Applicant Selection Criteria
• Identified (and validated) by the organization as a current or future senior or enterprise level leader
• Desire to learn, grow and change
• High potential and high capability
• Consistently strong performance
• Demonstrates leadership characteristics
virtual sessions, etc.)
• Willing to invest time and energy to participate fully for the benefit of self and others.
Session 1
Leading Self
Leading Self
Leading Self
Introduce & Launch MLQ and ALQ Leadership
Assessment
Development of Emotional and Social Intelligence
Pam Van Dyke
Dee O’Neill
Set up Action Learning Project
Session Action Plan Program Concludes
12:00 PM Lunch with Industry Speaker Peer Group Lunch Box Lunch & Participants
Depart 1:00 PM
Kimberly Davis
Session 2
Session 2
Leading Others/Teams
Leading Others / Teams
Leading in a Digital Age: What does it mean for you?
Scott Allen
Jerry Magar
12:00 PM Lunch with Industry Speaker Peer Group Lunch 43 Restaurant in Bush Institute
1:00 PM
What does it mean for you? Scott Allen
Assessment Debrief
Luigi Pecoraro
Coaches Invited to Attend if Local
Industry Speaker then a Reception at Blanton Terrace
Session 2
8:00 AM
Leading Others / Teams
Leading in a Digital Age: What does it mean for you?
Scott Allen
1:00 PM
What does it mean for you?
Scott Allen
Assessment Debrief
Luigi Pecoraro
Industry Speaker then a Reception at Blanton Terrace
Session 3
Day 1 – Feb. 2, 2021
Leading in the Organization
Leading in the
Jessica Burnham Radhika Zaveri
Session Action Plan Program Concludes
12:00 PM Peer Group Lunch Lunch with an Industry Speaker Box Lunch & Participants Depart
1:00 PM
Strategic Culture
Jose Bowen
Jessica Burnham Radhika Zaveri
Session 3
8:00 AM
Jessica Burnham
Radhika Zaveri
Strategic Analytics
Hettie Tabor
Box Lunch & Participants Depart
Jose Bowen
Jessica Burnham
Radhika Zaveri
5:00 PM
Leading the Enterprise
Leading the Enterprise
Leading Across the Enterprise
Debrief Lessons Learned & Learning
Program Concludes/Participants Depart
12:00 PM Lunch with Industry Speaker Peer Group Lunch Box Lunch
1:00 PM
Luigi Pecoraro
Shane Goodwin
September
October 10/1: Leading Organization Change: A Simulation 10/5: Women in Leadership Program 10/6: Master Negotiation
November 11/2 Mergers & Acquisitions 11/10: Building the Intelligent Enterprise
Year-Round Custom Programs designed in collaboration with companies specifically to meet the needs of their business objectives.
Fall 2020 Program Calendar
[email protected] 214.768.3549
SMU Cox Ally for Business Ally for Life
Slide Number 1
Slide Number 2
Slide Number 3
Slide Number 4
Slide Number 5
Slide Number 6
Slide Number 7
Slide Number 8
Slide Number 9
Slide Number 10
Slide Number 11
Slide Number 12
Slide Number 13
Slide Number 14
Slide Number 15
Slide Number 16
Slide Number 17
Slide Number 18
Slide Number 19
Slide Number 20
Slide Number 21
Slide Number 22
Slide Number 23
Slide Number 24
Slide Number 25
Slide Number 26
Slide Number 27
Slide Number 28
Slide Number 29
Slide Number 30
Slide Number 31
Why SMU Cox Executive Education?
SMU Cox Leadership Academy
The SMU Cox Leadership Academy: Shaping Leaders for a Changing World
Program Objectives and Outcomes:
Lominger Competencies Addressed
Applicant Selection Criteria

Becoming a Transformational Leader - SMU

Documents

Transcript of Becoming a Transformational Leader - SMU