TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIP IILEADERSHIP II

BYBYDR SATYANARAYANA DASHDR SATYANARAYANA DASHEX-ACTG CHAIRMAN, STATE EX-ACTG CHAIRMAN, STATE ADMINISTRATIVE TRIBUNAL, ADMINISTRATIVE TRIBUNAL,

ODISHAODISHA

TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP

Transformational Leadership Transformational Leadership is the processes that is the processes that

transforms individuals & transforms individuals & Societies. Societies.

TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP• Leaders are truly transformational, when Leaders are truly transformational, when

they increase awareness of what is right, they increase awareness of what is right, good, important and beautiful, when they good, important and beautiful, when they help to elevate followers’ need for help to elevate followers’ need for achievement and self-actualisation, when achievement and self-actualisation, when they foster in followers high moral they foster in followers high moral maturity and when they move followers to maturity and when they move followers to go beyond their self interest for the good go beyond their self interest for the good of their group, organisation and society.of their group, organisation and society.

TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP• Concerned with emotions, values. Concerned with emotions, values.

Ethics, standards and long term goals Ethics, standards and long term goals and involves assessing followers’ and involves assessing followers’ motives and satisfying their needsmotives and satisfying their needs

• Exceptional form of influence that Exceptional form of influence that motivates followers to do more than is motivates followers to do more than is expected of themexpected of them

• Often linked to visionary & charismatic Often linked to visionary & charismatic leadership leadership

LEADERSHIP FORMSLEADERSHIP FORMS * Transactional Leadership:- is the most * Transactional Leadership:- is the most

common form and involves exchanges common form and involves exchanges between leaders and followersbetween leaders and followers

* Transformational Leadership:- refers to * Transformational Leadership:- refers to a process whereby an individual engages a process whereby an individual engages with others & creates a connection that with others & creates a connection that raises the level of motivation & morality raises the level of motivation & morality in both the leader and the follower.in both the leader and the follower.

JAMES MACGREGOR BURNS JAMES MACGREGOR BURNS (1978)(1978) Introduced the concept of “Transforming Introduced the concept of “Transforming

Leadership”Leadership”• Not based on give and take relationshipNot based on give and take relationship• Depends on Leader’s traits, personality, Depends on Leader’s traits, personality,

energizing vision & challenging goalsenergizing vision & challenging goals• Tries to change organizational cultureTries to change organizational culture

BERNARD M. BASS (1985)BERNARD M. BASS (1985)• ““Transforming Leadership” to Transforming Leadership” to

“Transformational Leadership”“Transformational Leadership”• Measurement of Transformational Leadership Measurement of Transformational Leadership

and how it impacts follower motivation and and how it impacts follower motivation and performanceperformance

• Followers feel trust, admiration and loyalty Followers feel trust, admiration and loyalty for the leader.Willing to work more than for the leader.Willing to work more than expectationexpectation

• Non-exclusivity with Transactional LeadershipNon-exclusivity with Transactional Leadership

FOUR ELEMENTS OF FOUR ELEMENTS OF TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP(1)(1)Individualized ConsiderationIndividualized Consideration: Empathy, support, : Empathy, support,

keeping communication lines openkeeping communication lines open(2)(2)Intellectual StimulationIntellectual Stimulation: Challenges : Challenges

assumptions, encourages creativity and nurtures assumptions, encourages creativity and nurtures independent thinkingindependent thinking

(3)(3)Inspirational MotivationInspirational Motivation: Articulating Vision, : Articulating Vision, optimism and creating strong sense of purposeoptimism and creating strong sense of purpose

(4)(4)Idealized InfluenceIdealized Influence: Role Model of Ethical : Role Model of Ethical Behaviour. Instils pride, gain, respect and trustBehaviour. Instils pride, gain, respect and trust

APPLICATIONS OF APPLICATIONS OF TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP• Finnish Defence Forces: Deep Lead Finnish Defence Forces: Deep Lead

Model for Leadership Training & Model for Leadership Training & DevelopmentDevelopment

• MLQ Form 5X: 45 point questionnaire MLQ Form 5X: 45 point questionnaire for measuring the levels of for measuring the levels of transformational and transactional transformational and transactional leadership on a five point scaleleadership on a five point scale

BASS LEADERSHIP CONTINUUMBASS LEADERSHIP CONTINUUM

BASS LEADERSHIPCONTINUUM

LAISSEZ FAIRELEADERSHIP

TRANSACTIONALLEADERSHIP

TRANSFORMATIONALLEADERSHIP

LEADERSHIP FACTORSLEADERSHIP FACTORS• LAISSEZ FAIRE LEADERSHIP --- Non-LAISSEZ FAIRE LEADERSHIP --- Non-

TransformationalTransformational• TRANSACTIONAL LEADERSHIP --- Contingent TRANSACTIONAL LEADERSHIP --- Contingent

Reward (Constructive Transactions) ---Reward (Constructive Transactions) ---Management By Exception (Active & Passive) -Management By Exception (Active & Passive) - Corrective Transactions -- Corrective Transactions -- Expected Expected PerformancePerformance

• TRANSFORMATIONAL LEADERSHIP --- TRANSFORMATIONAL LEADERSHIP --- Individualized Consideration + Intellectual Individualized Consideration + Intellectual Stimulation + Inspirational Motivation + Idealized Stimulation + Inspirational Motivation + Idealized Influence ----> Beyond Expected PerformanceInfluence ----> Beyond Expected Performance

CHARACTERISTICS OF CHARACTERISTICS OF TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP• Transformational Leadership is a Leadership Transformational Leadership is a Leadership

Style involving “Change”Style involving “Change”• Is it oriented towards greater good of the Is it oriented towards greater good of the

Community, Organization or the Society?Community, Organization or the Society?• Is the Type of Influence always wholesome Is the Type of Influence always wholesome

for the Individual, Community, Organization for the Individual, Community, Organization & Society& Society

• Consider the cases of Adolf Hitler, Mussolini, Consider the cases of Adolf Hitler, Mussolini, Pol Pot, Muammar Gaddafi, Saddam HussainPol Pot, Muammar Gaddafi, Saddam Hussain

TRANSFORMATIONAL LEADERS TRANSFORMATIONAL LEADERS IN EVERYDAY LIFEIN EVERYDAY LIFE• ParentsParents• TeachersTeachers• Religious LeadersReligious Leaders• CoachesCoaches• Community LeadersCommunity Leaders• Civil Society LeadersCivil Society Leaders A Transformational Leader is one Who knows A Transformational Leader is one Who knows

the way, goes the way and shows the way.the way, goes the way and shows the way.

EFFECTIVENESS OF EFFECTIVENESS OF TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP• Effective Leadership with Status Quo --Effective Leadership with Status Quo -- The The

Way Things are done ---Way Things are done --- Transactional Transactional LeadershipLeadership

• Effective Leadership going beyond Status Effective Leadership going beyond Status Quo ---Quo --- the Way Things should be done -- the Way Things should be done -- Transformational LeadershipTransformational Leadership

• A Transactional Leader can rearrange a deck A Transactional Leader can rearrange a deck of chairs on the Titanic, but can not save the of chairs on the Titanic, but can not save the ship from sinking. Transformational ship from sinking. Transformational Leadership requires Courage & Wisdom Leadership requires Courage & Wisdom

CATEGORIES OF CATEGORIES OF TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• Religious Leaders --- Christ, Buddha, Mahavir Jain, Adi Religious Leaders --- Christ, Buddha, Mahavir Jain, Adi

ShankaracharyaShankaracharya• Political & Social Thinkers --- Plato, Aristotle, Karl Marx, Political & Social Thinkers --- Plato, Aristotle, Karl Marx,

Adam SmithAdam Smith• Heads of State --- George Washington, Abraham Lincoln, Heads of State --- George Washington, Abraham Lincoln,

Rajendra Prasad, APJ Abdul Kalam, Lee Kuan YewRajendra Prasad, APJ Abdul Kalam, Lee Kuan Yew• Political Leaders --- Winston Churchill, Ronald Reagan, Aung Political Leaders --- Winston Churchill, Ronald Reagan, Aung

Saan Suu Kyi Saan Suu Kyi • Scientists ---- Isaac Newton, Albert Einstein, Stephen Scientists ---- Isaac Newton, Albert Einstein, Stephen

HawkingHawking• Industry Leaders & CEOs --- J.N. Tata, G.D. Birla, Jack Welch, Industry Leaders & CEOs --- J.N. Tata, G.D. Birla, Jack Welch,

Lee Iacocca, Steve Jobs, Bill GatesLee Iacocca, Steve Jobs, Bill Gates These lists are not Exhaustive These lists are not Exhaustive

TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIP IN INDIALEADERSHIP IN INDIA• Study By Niti Singh & Venkat R. Krishnan Study By Niti Singh & Venkat R. Krishnan

(2005) on Cultural effects on attributes of (2005) on Cultural effects on attributes of Transformational Leadership. India has a Transformational Leadership. India has a curious mix of Traditional & Western curious mix of Traditional & Western Culture, whose social Values are:--- (a) Culture, whose social Values are:--- (a) Preferences for Hierarchy (b) Preferences for Hierarchy (b) Personalized rather than Contractual Personalized rather than Contractual Relationship (c) Harmony rather than Relationship (c) Harmony rather than Confrontation Confrontation

ATTRIBUTES OF ATTRIBUTES OF TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIP IN INDIALEADERSHIP IN INDIA• Universal Attributes as per Bass --- 44%Universal Attributes as per Bass --- 44%• India- Specific Attributes ---- 56% India- Specific Attributes ---- 56% * Nurturant (20%)* Nurturant (20%) * Personal Touch ---- (13%)* Personal Touch ---- (13%) * Expertise ---- (7%)* Expertise ---- (7%) * Simple Living – High Thinking ---- (7%)* Simple Living – High Thinking ---- (7%) * Loyalty ---- (4%)* Loyalty ---- (4%) * Self Sacrifice ---- (3%)* Self Sacrifice ---- (3%) * Giving Mode ---- (2%) * Giving Mode ---- (2%)

TRANSFORMATIONAL & TRANSFORMATIONAL & ETHICAL LEADERSHIPETHICAL LEADERSHIP• Process of Ethical Decision Making:--Process of Ethical Decision Making:-- (1) Look at issues Objectively and (1) Look at issues Objectively and

DispassionatelyDispassionately (2) Strive for fairness(2) Strive for fairness (3) Appreciate the impact of the Decision (3) Appreciate the impact of the Decision

on other peoples’ feelings and situationson other peoples’ feelings and situations (4) Look out for similar Past Precedents (4) Look out for similar Past Precedents

and the impact they had causedand the impact they had caused

TRANSFORMATIONAL & TRANSFORMATIONAL & ETHICAL LEADERSHIP (CONTD)ETHICAL LEADERSHIP (CONTD) (5) Look at all views closely ---- (a) Your View (5) Look at all views closely ---- (a) Your View

(b) Alternative Views (c) Do Nothing --- in the (b) Alternative Views (c) Do Nothing --- in the Right Way for the Right ReasonsRight Way for the Right Reasons

(6) Check the Laws & Guidelines on the matter(6) Check the Laws & Guidelines on the matter (7) Make Wider Consultations, if necessary(7) Make Wider Consultations, if necessary (8) Understand Long Term Consequences of (8) Understand Long Term Consequences of

your Decisionsyour Decisions(9) Check the sensitivity of the Decision to the (9) Check the sensitivity of the Decision to the

EnvironmentEnvironment

TRANSFORMATIONAL & TRANSFORMATIONAL & ETHICAL LEADERSHIP (CONTD)ETHICAL LEADERSHIP (CONTD) (10) Resist Delusion/ Arrogance of (10) Resist Delusion/ Arrogance of

Power/AuthorityPower/Authority (11) Decision should not be based on (11) Decision should not be based on

Religious FaithReligious Faith (12) Decision should be Harmonious & (12) Decision should be Harmonious &

made Dispassionatelymade Dispassionately

TESTS OF ETHICAL DECISION TESTS OF ETHICAL DECISION MAKINGMAKING• Apply TEF Rule -----Apply TEF Rule ----- * Transparency --- Answer the Question – * Transparency --- Answer the Question –

Am I Happy to make my Decision public?Am I Happy to make my Decision public? * Effects --- Answer the Question --- Have I * Effects --- Answer the Question --- Have I

avoided Harmful effects of my Decision?avoided Harmful effects of my Decision? * Fairness ---- Answer the Question---* Fairness ---- Answer the Question--- Is the Decision fair to Everybody?Is the Decision fair to Everybody?If the Answer to all the above Questions is an If the Answer to all the above Questions is an

unconstrained “Yes”, then the Decision is unconstrained “Yes”, then the Decision is Ethical. Ethical.

ALLAN CHAPMAN’S 4Ps OF ALLAN CHAPMAN’S 4Ps OF SUSTAINABLE ORGANIZATIONSSUSTAINABLE ORGANIZATIONS• 4Ps of Sustainability Quadruple Bottomline4Ps of Sustainability Quadruple Bottomline --------- Purpose (Profit, Charity, --------- Purpose (Profit, Charity,

Development)Development)---------- People (Employees,Customers, ---------- People (Employees,Customers,

Suppliers, Stakeholders, Peripheral Suppliers, Stakeholders, Peripheral Dwellers)Dwellers)

---------- Planet ( Environment ---------- Planet ( Environment Consequences)Consequences)

---------- Probity (Integrity)---------- Probity (Integrity)

PROF CHRISTPOPHER PROF CHRISTPOPHER McCUSKER’S PRESCRPTIONMcCUSKER’S PRESCRPTION• Swim in the Blue Ocean Not Red OceanSwim in the Blue Ocean Not Red Ocean• Create Entrepreneurial CultureCreate Entrepreneurial Culture• Give Best Tools for the TeamGive Best Tools for the Team• ListenListen• Continuous ImprovementContinuous Improvement• Cure Mistakes Fast – Hire Fast Fire FastCure Mistakes Fast – Hire Fast Fire Fast• Hire Great People– Grant Freedom of Hire Great People– Grant Freedom of

ActionAction

PROF CHRISTPOPHER PROF CHRISTPOPHER McCUSKER’S PRESCRPTIONMcCUSKER’S PRESCRPTION• Mentor, Not BullyMentor, Not Bully• Failure is the Leader’s FaultFailure is the Leader’s Fault• Success is Due to the TeamSuccess is Due to the Team• Be TransparentBe Transparent• Uphold IntegrityUphold Integrity• Be CoolBe Cool

PHIL HARKIN’S ACTIONABLE PHIL HARKIN’S ACTIONABLE POINTSPOINTS• Define Clear Vision for the FutureDefine Clear Vision for the Future• Be Genuine even if it lowers your guardBe Genuine even if it lowers your guard• Ask Good Questions: 70-20-10 RuleAsk Good Questions: 70-20-10 Rule• Talk about issues even the hardest onesTalk about issues even the hardest ones• Follow through the CommitmentsFollow through the Commitments• Let Others Speak FirstLet Others Speak First• ListenListen

PHIL HARKIN’S ACTIONABLE PHIL HARKIN’S ACTIONABLE POINTSPOINTS• Face Up to Non-Performing PlayersFace Up to Non-Performing Players• Have Fun, but not at other’s expenseHave Fun, but not at other’s expense• Be Confident & DependableBe Confident & Dependable

C2E MODEL OF C2E MODEL OF TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP• Strategist: (i) Tactical Specialist (ii) Structured Strategist: (i) Tactical Specialist (ii) Structured

Deliverer (iii) Strategic ThinkerDeliverer (iii) Strategic Thinker• Facilitator: (i) Collaboration Builder (ii) Altruistic Facilitator: (i) Collaboration Builder (ii) Altruistic

Champion (iii) Behavioural Role ModelChampion (iii) Behavioural Role Model• Engager: (i) Empathic Supporter (ii) Empowered Engager: (i) Empathic Supporter (ii) Empowered

Coach (iii) Charismatic NetworksCoach (iii) Charismatic Networks• Achiever: (i) Inspiring Visionary (ii) Resilient Achiever: (i) Inspiring Visionary (ii) Resilient

Deliverer (iii) Proactive EngagerDeliverer (iii) Proactive Engager• This model gives primacy to followers --- there This model gives primacy to followers --- there

can not be a leader without a follower can not be a leader without a follower

GLIMPSES FROM GLIMPSES FROM TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• MAHATMA GANDHI – The Father of the Nation, Apostle of Truth & MAHATMA GANDHI – The Father of the Nation, Apostle of Truth &

Non-ViolenceNon-Violence• LEE KUAN YEW – Ex-Prime Minister of SingaporeLEE KUAN YEW – Ex-Prime Minister of Singapore * Transformed Singapore from Corrupt, Inefficient City State to the * Transformed Singapore from Corrupt, Inefficient City State to the

front ranks of first Worldfront ranks of first World * Universalization of Primary & Secondary Education (Literacy Rate * Universalization of Primary & Secondary Education (Literacy Rate

92%)92%) * Per Capita GNP increased from US$ 920=00 (1965) to US$ * Per Capita GNP increased from US$ 920=00 (1965) to US$

23300=00 (1990)23300=00 (1990) * His Objective Function ---- Maximization of the Wealth & Reputation * His Objective Function ---- Maximization of the Wealth & Reputation

of Singapore. Not Personal Wealth or Political Position for Relativesof Singapore. Not Personal Wealth or Political Position for Relatives * Singapore is one of the least Corrupt Country in the World (Point 8 * Singapore is one of the least Corrupt Country in the World (Point 8

on the Transparency Scale)on the Transparency Scale) * Best Model Airport (Changi Airport) and Best Judicial system in the * Best Model Airport (Changi Airport) and Best Judicial system in the

World --- Criminal Cases get disposed off in six monthsWorld --- Criminal Cases get disposed off in six months * Singapore Civil Servants are the Best Paid in the World* Singapore Civil Servants are the Best Paid in the World

GLIMPSES OF SPIRITUAL GLIMPSES OF SPIRITUAL LEADERSLEADERS• DALAI LAMA --- Tibetan Spiritual LeaderDALAI LAMA --- Tibetan Spiritual Leader *Left country 50 years back with followers *Left country 50 years back with followers

settled in India, Canada, Switzerland, Nepal & settled in India, Canada, Switzerland, Nepal & BhutanBhutan

* Life of Dignity to 6 millionTibetan people* Life of Dignity to 6 millionTibetan people * Preservation of Tibetan Culture* Preservation of Tibetan Culture * Now 15 million followers of Buddhism in 40 * Now 15 million followers of Buddhism in 40

Tibetan HousesTibetan Houses * No Political Position, No Economic Resources * No Political Position, No Economic Resources

GLIMPSES OF GLIMPSES OF TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• JACK WELCH --- Ex-CEO, General Electric (GE)JACK WELCH --- Ex-CEO, General Electric (GE) * 1935 --- Born* 1935 --- Born * 1960 --- Joins General Electric* 1960 --- Joins General Electric * 1963 --- in charge of Chemical Division* 1963 --- in charge of Chemical Division * 1968 --- Youngest GM of GE* 1968 --- Youngest GM of GE * 1981 --- CEO of GE * 1981 --- CEO of GE * 1986 --- Buys RCA* 1986 --- Buys RCA * 1995 --- Introduces Six Sigma Concept in GE* 1995 --- Introduces Six Sigma Concept in GE * 2000 --- Honeywell Bull Deal Problems* 2000 --- Honeywell Bull Deal Problems * 2001 --- Steps Down as CEO* 2001 --- Steps Down as CEO * GE Stock Price goes up from US$4=00 to US$133=00* GE Stock Price goes up from US$4=00 to US$133=00 * GE Turnover up from US$27Bn to US$149Bn. Profit from US$1.6Bn to * GE Turnover up from US$27Bn to US$149Bn. Profit from US$1.6Bn to

US$15.35BnUS$15.35Bn * Created 1000 new Businesses after closing 70 existing Businesses– “Fight it, * Created 1000 new Businesses after closing 70 existing Businesses– “Fight it,

Hate it, Kick it, Break it”Hate it, Kick it, Break it” “ “ Decentralized the Administration ---200,000 GE Employees left– “Neutron Jack”Decentralized the Administration ---200,000 GE Employees left– “Neutron Jack” * Destruction, Creation & Stabilization Model of Development. Now succeeded by * Destruction, Creation & Stabilization Model of Development. Now succeeded by

Jeff Immelt Jeff Immelt

GLIMPSES OF GLIMPSES OF TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• Akio Morita --- Ex- Sony ChairmanAkio Morita --- Ex- Sony Chairman * 1921 ---- Born* 1921 ---- Born * 1946 ---- Co-founds Tokyo Tsushin * 1946 ---- Co-founds Tokyo Tsushin

Kyogu (TTK) with Masaru IbukaKyogu (TTK) with Masaru Ibuka * 1953 ---- Travels to USA to get * 1953 ---- Travels to USA to get

Transistor TechnologyTransistor Technology * 1958 ---- Changes Company Name to * 1958 ---- Changes Company Name to

Sony Sony

GLIMPSES OF GLIMPSES OF TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• AKIO MORITA (CONTD)AKIO MORITA (CONTD) * 1960 ---- World’s First All Transistor Television* 1960 ---- World’s First All Transistor Television * 1961 ---- First Japanese Company to List on * 1961 ---- First Japanese Company to List on

the New York Stock Exchangethe New York Stock Exchange * 1963 ---- Moves with Family to USA to set up * 1963 ---- Moves with Family to USA to set up

Sony Sony * 1980 ---- Produces Sony Walkman* 1980 ---- Produces Sony Walkman * 1982 ---- Produces First CD Players* 1982 ---- Produces First CD Players * 1993 ---- Suffers Stroke. Steps Down as * 1993 ---- Suffers Stroke. Steps Down as

Chairman of SonyChairman of Sony * 1999 ---- Dies* 1999 ---- Dies

GLIMPSES OF GLIMPSES OF TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• BILL GATES --- Founder of MicrosoftBILL GATES --- Founder of Microsoft * 1955 ---- Born* 1955 ---- Born * 1977 ---- Drops out of Harvard Law School* 1977 ---- Drops out of Harvard Law School * 1988 ---- Licenses Operating System to IBM* 1988 ---- Licenses Operating System to IBM * 1995 ---- Introduces Windows 9X System* 1995 ---- Introduces Windows 9X System * 1997 ---- Ordered to supply Windows 95 without a Browser* 1997 ---- Ordered to supply Windows 95 without a Browser * 2000 ---- Court Orders Break Up of Microsoft* 2000 ---- Court Orders Break Up of Microsoft * 2001 ---- Break Up Order Set aside on Appeal* 2001 ---- Break Up Order Set aside on Appeal * 2001 ---- Launch of Windows XP Series & X-Box Game Console* 2001 ---- Launch of Windows XP Series & X-Box Game Console * 2002 ---- Gates Foundation donates US$300 Million for AIDS* 2002 ---- Gates Foundation donates US$300 Million for AIDS * 2011---- invests in new Technology of Terra Power Nuclear * 2011---- invests in new Technology of Terra Power Nuclear

Technology Research & other Health issuesTechnology Research & other Health issues * 2015 ---- Reaches US $390.69 Billion Market Capitalization* 2015 ---- Reaches US $390.69 Billion Market Capitalization * Microsoft Stock Price went up from US$2 to US$105 (1986-96)* Microsoft Stock Price went up from US$2 to US$105 (1986-96)

GLIMPSES OF GLIMPSES OF TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• WILLIAM BOEING --- Founder of Boeing CompanyWILLIAM BOEING --- Founder of Boeing Company * 1881- Born. Father in Timber Business* 1881- Born. Father in Timber Business * 1908 – Visits Seattle.Takes interest in Flying* 1908 – Visits Seattle.Takes interest in Flying * 1915 – Takes Flight with Westervelt* 1915 – Takes Flight with Westervelt * 1916 - Incorporates Pacific Aero Co for US$1,00,000* 1916 - Incorporates Pacific Aero Co for US$1,00,000 * 1917 – Renames Co as Boeing Airplane Co* 1917 – Renames Co as Boeing Airplane Co * 1919 – Eddie Hubbard flies AirMail 60 letters from Vancouver to Seattle* 1919 – Eddie Hubbard flies AirMail 60 letters from Vancouver to Seattle * 1922 – Becomes Chairman of Boeing Airplane Co* 1922 – Becomes Chairman of Boeing Airplane Co * 1927 – Air Mail Contract Chicago to San Francisco* 1927 – Air Mail Contract Chicago to San Francisco * 1928 – Consolidates to Boeing Airplane & Transport Co.* 1928 – Consolidates to Boeing Airplane & Transport Co. * 1929 – Co renamed United Aircraft & Transport (UAT)* 1929 – Co renamed United Aircraft & Transport (UAT) * 1930 – Elien Church, Registered Nurse, First Female Attendant* 1930 – Elien Church, Registered Nurse, First Female Attendant * 1934 – UAT Broken Up into Three Cos (Plane Manuf, AirMail & * 1934 – UAT Broken Up into Three Cos (Plane Manuf, AirMail &

Passenger Traffic). Boeing Resigns as Chairman & starts a Real Estate Passenger Traffic). Boeing Resigns as Chairman & starts a Real Estate CompanyCompany

*1956 -- Dies*1956 -- Dies

GLIMPSES OF GLIMPSES OF TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• LEE IACOCCA – Ex-CEO of Chrysler CorporationLEE IACOCCA – Ex-CEO of Chrysler Corporation * 1924 – Born. Father a Hot Dog seller* 1924 – Born. Father a Hot Dog seller * 1946 – Joins Ford Co as an Engineer* 1946 – Joins Ford Co as an Engineer * 1949 – Becomes a Sales Manager* 1949 – Becomes a Sales Manager * 1956 – Introduces new Model Ford Mustang* 1956 – Introduces new Model Ford Mustang * 1970 – President of Ford Motor Co.* 1970 – President of Ford Motor Co. * 1978 – Fired By Henry Ford II.”Sometimes you don’t like * 1978 – Fired By Henry Ford II.”Sometimes you don’t like

somebody.”somebody.” * 1979 – Chairman & CEO of Chrysler Corporation. Applies for * 1979 – Chairman & CEO of Chrysler Corporation. Applies for

Govt Loan of US$1.2 Billion. Attends Congressional Hearings Govt Loan of US$1.2 Billion. Attends Congressional Hearings * 1983 – Refunds Cheque of US$813,487,500 to US Govt* 1983 – Refunds Cheque of US$813,487,500 to US Govt * 1992 – Retires from Chrysler* 1992 – Retires from Chrysler * 1999 – starts EV Global Motors, an Environmentally Friendly * 1999 – starts EV Global Motors, an Environmentally Friendly

Vehicle Co Vehicle Co

GLIMPSES OF GLIMPSES OF TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• STEVE JOBS – Ex-CEO, Apple Inc.STEVE JOBS – Ex-CEO, Apple Inc. * 1955 – Born to Abdul Fattah Jandali & Graduate Student Joanne Shieble (unmarried couple) & * 1955 – Born to Abdul Fattah Jandali & Graduate Student Joanne Shieble (unmarried couple) &

given for adoption.Adopted by Paul & Clara Jobsgiven for adoption.Adopted by Paul & Clara Jobs * 1974 – Drops out of Reed College.. Takes job with Atari. Establishes Apple Computers Co on 1* 1974 – Drops out of Reed College.. Takes job with Atari. Establishes Apple Computers Co on 1stst

April with Steve Wozniack.Had Seven month sojourn in India.April with Steve Wozniack.Had Seven month sojourn in India. * 1976 – Apple I Launched* 1976 – Apple I Launched * 1977 – Apple II Launched. Mike Markulla as Chairman* 1977 – Apple II Launched. Mike Markulla as Chairman * 1980 – Apple goes public* 1980 – Apple goes public * 1982 – Apple Turnover reaches US$1Billion. John Sculley from PepsiCo appointed CEO* 1982 – Apple Turnover reaches US$1Billion. John Sculley from PepsiCo appointed CEO * 1984 – Apple Launches Macintosh Computer* 1984 – Apple Launches Macintosh Computer * 1985 – Steve Jobs fired from Apple* 1985 – Steve Jobs fired from Apple * 1986 – Founds NeXT and co founds PIXAR* 1986 – Founds NeXT and co founds PIXAR * 1993 – Sculley leaves Apple* 1993 – Sculley leaves Apple * 1996 – Jobs returns to Apple as a Consultant* 1996 – Jobs returns to Apple as a Consultant * 1997 – Becomes iCEO, Apple* 1997 – Becomes iCEO, Apple * 1998 – Launches iMAC* 1998 – Launches iMAC * 2000 – Becomes CEO of Apple* 2000 – Becomes CEO of Apple * 2001 – Launches iPhoto and iPod* 2001 – Launches iPhoto and iPod * 2003 – Launches iTunes Music Store* 2003 – Launches iTunes Music Store * 2004 – Surgery for Pancreatic Cancer* 2004 – Surgery for Pancreatic Cancer

GLIMPSES OF GLIMPSES OF TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS• Steve Jobs (Contd)Steve Jobs (Contd) *2006 – Disney buys PIXAR for US$ 7.4 Billion*2006 – Disney buys PIXAR for US$ 7.4 Billion * 2007 – Apple releases iPhone* 2007 – Apple releases iPhone * 2008 – News of illness of Steve Jobs.A paper * 2008 – News of illness of Steve Jobs.A paper

publishes Obituary. He says “News of my death publishes Obituary. He says “News of my death are greatly exaggerated.are greatly exaggerated.

* 2009 – Steve Jobs undergoes Liver Transplant* 2009 – Steve Jobs undergoes Liver Transplant * 2010 – 15 millions iPads sold* 2010 – 15 millions iPads sold * 2011 – August 24* 2011 – August 24thth. Steps down as CEO Apple.Tim . Steps down as CEO Apple.Tim

Cook takes over.Cook takes over. * 2011 – October 5* 2011 – October 5thth. Steve Jobs dies a day after . Steve Jobs dies a day after

release of Apple iPhone 4Srelease of Apple iPhone 4S

BOBLIOGRAPHYBOBLIOGRAPHY• James MacGregor Burns (1978) – Leadership, James MacGregor Burns (1978) – Leadership,

NY Harper & Row, Pulitzer Prize Winning BookNY Harper & Row, Pulitzer Prize Winning Book• Bernard M. Bass (1985) --- Leadership & Bernard M. Bass (1985) --- Leadership &

Performance, NY Free PressPerformance, NY Free Press• B.M.Bass & B.J. Avolio (1994) – Improving B.M.Bass & B.J. Avolio (1994) – Improving

Organizational Effectiveness through Organizational Effectiveness through Transformational LeadershipTransformational Leadership

• Harvard Business Review (2011) – On Harvard Business Review (2011) – On Leadership, HBR Press, Boston, MassachusettsLeadership, HBR Press, Boston, Massachusetts

THANKSTHANKS

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