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    Seminar 8 Transformational Leadership

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    syafiqah18dinah

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    Seminar 8 Transformational Leadership

    Uploaded by

    syafiqah18dinah
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    Seminar 8 Transformational leadership

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    3 views2 pages

    Seminar 8 Transformational Leadership

    Uploaded by

    syafiqah18dinah

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    1.

    You mentioned that Transformational Leadership represents a shift in


    focus for the course. Can you please elaborate?
    Up until LMX the focus was on a style of leadership that focused between task
    and relationship. The focus was however broadly the same, some business
    deliverable. Transformational leadership is in many ways an extension of LMX in
    that we now have a shift to the needs of the follower. The focus for
    transformational leadership is on the ability to TRANSFORM the individual
    enabling them to achieve something beyond what they believe possible.
    If you review the work with your more deep thinking, grounded theory eyes, you
    will see that they are coming at the issue of leadership from a very different
    premise. This is far less about business outcomes and more about leadership
    being how people can self-actualise. This is in turn the start of this entire body of
    work that is picked up on, in many cases, by the same researchers with the likes
    of later theories such as authentic and servant leadership.

    2. You mention that these same ideas that underpin transformational


    leadership, like the charismatic leader, could be used for non-positive
    outcomes. Please explain?
    The easiest way to understand this concept is to use the analogy of Starwars and
    the 'force'. The idea is that Charismatic leadership skills can be used for good or
    evil. This is very much behind this idea and the downside of aspects of the
    transformational style.
    This, however, is why extensions of the theory focus heavily on the idea of
    values and values being very much part of true transformational leadership as
    your values must have the followers’ best interests at heart. This in turn gives
    rise to the likes of the servant leadership model.

    3. You mentioned that while the model has obvious merits you have
    concerns with this approach to leadership. Can you please explain?
    While no one will argue that a transformational style is more 'pleasant' the issue
    is whether it delivers outcomes. This trade-off between achieving outcomes and
    have a pleasant leadership style is always important to bear in mind as an
    applied psychologist. This is covered off in the meta-analysis with effective
    leaders also adopting transactional behaviour.
    The approach is very much an idealistic, academic view that is value laden. This
    does not make it wrong but does mean that we need to understand its limitations
    and biases.

    4. You mentioned that there is a relationship between agreeableness


    and Transformational leadership but the Ployhart, Lim and Chan article
    found no relationship. Please explain.
    Post the lecture I went back to review this and I found the paper where I had read
    this: (Lees, E. (2012). Big Five Personality Traits and Equity Sensitivity and
    Transformational Leadership. International Journal of Social Science and
    Humanity, 2(2), 164-167). The relationship was not however significant and was
    more that agreeableness together with other traits contributes to
    transformational leadership. It is a contributing factor but not significant on its
    own.
    Agreeableness is thus equivocal as a predictor at best. So this is not a
    relationship that I would say is strong in either way.
    Rather what it appears to be is a mix of traits like openness and a degree of
    agreeableness that then led to a concept of 'fairness' as a leader. This in turn are
    related to the measure of transformational leadership.

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