Transformational leadership is a leadership style that attempts to get people to change (Northouse, 2016). As a supervisor in a manufacturing facility, I have recently taken over a new crew of employees. This crew has been stereotyped relatively negatively by many other employees in the facility because of their past actions and performance. Knowing this, I have made it my personal goal to turn the crew around, making them a high functioning productive unit. To do this, however, I will need assistance. For this group of people, knowledge and power will not be enough to get the job done. Instead, I must focus on transforming my followers, especially those who will accept me as their leader.
Transformational leadership involves influencing followers to accomplish more then they normally would (Northouse, 2016). Based on what I know, this crew has never been pushed in this way. They have been able to do the minimal requirements, just barely keeping themselves out of trouble. To be successful in turning this unit around, however, I must be charismatic and focus on my followers’ emotions, ethics, and goals, to motivate them towards change (Northouse, 2016). In accordance, I must follow what Bass (1985, as cited in Northouse, 2016) stated when he said that motivating followers includes raising consciousness about goals, getting followers to let go of their own self-interest for the greater good of the team, and move the team towards higher-level needs. Accomplishing this will not be an easy task. Nevertheless, I already have a plan to use the transformational leadership factors that Northouse (2016) presents. These factors are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
Idealized influence, or charisma, is a leader who is a strong role model, one who followers want to emulate (Northouse, 2016). This factor will require me to lead by example. I must closely monitor everything I do and say, while constantly promoting the vision that I have for the crew. Doing this should have a major impact on this group of followers. Because I am new to their team, all eyes will be on me. Being charismatic should get the attention of these folks rather quickly, and hopefully my actions will begin to transform their attitudes and increase their effort.
The next factor, inspirational motivation, involves communicating high standards in an attempt to motivate followers (Northouse, 2016). Motivating the team towards a set of very high standards should naturally force this unit to begin working as a team. The goals that I will set forth will be team oriented, thus individual performances will not be publicly acknowledged. That is not to say that I will not acknowledge individual performance, but the atmosphere I want to promote is of team, and no one person can accomplish the high standards without the other team members. To aid with goal attainment, I will use intellectual stimulation. Intellectual stimulation inspires followers to be creative in dealing with issues, while challenging their beliefs and values (Northouse, 2016). As the leader, I will not provide the team with all of the answers. I want each member to be able to think for themselves, and to generate new ways of thinking. Ultimately, I want the team to find solutions that best fit their needs, without always relying on me to figure it out for them. Creating this type of environment should increase motivation by engaging the workforce in the decision-making process.
Finally, I will provide individualized consideration. In doing so, I will create a supportive climate for the team, where I will listen to their problems and then coach them through these troublesome situations (Northouse, 2016). To accomplish this, I must serve the needs of my employees. I must prove to them that I am here for them, not for my own self-promotion. By treating everyone with the same amount of respect, I hope to break down the barriers that are holding people back from reaching their true potential.
Transformational leadership is all about initiating, developing, and carrying out changes (Northouse, 2016). While I am only a few days into this journey, I firmly believe that I can be successful in accomplishing this task. In the limited amount of time I have spent with this team I have already seen signs of change, simply because I have modeled for them a set of values and goals that they previously lacked. For those who have already openly accepted me, I have listened to their concerns, and have begun to push them towards thinking about creative solutions. I sense that there is great potential with the group of people and I look forward to the ride that I am about to go on. The journey will surely have many bumps in it, but if I remain focused on helping the individuals, then I will be successful in making the team stronger. I will continue to be the role model that they need, want, and deserve. Only time will tell if I am truly successful at getting the most out of this work unit.
Reference:
Northouse, P.G. (2016). Leadership: theory and practice. Seventh Edition. Los Angeles, CA: Sage Publications, Inc.
Rebecca Ann Ison says
Hi Brandon!
It sounds like you have a great grasp on what you need to do with your new work crew! Looking in Lesson 10 of our course, it looks like you could have also used a transactional relationship, where you motivate your crew by exchanging something they want or need for accomplishing your goals for them (PSU, Lesson 10, 2018). Some teams without much motivation do harbor the “what’s in it for me?” approach when it comes to doing more than the bare minimum when it’s been the status quo. However, I like your transformational style better. It almost sounds like the crew was subjected to a laissez-faire type of leadership in the past, where there really wasn’t much leadership and the crew was left to their own devices (Northouse, 2019). Their reputation shows that the laissez-faire leadership did not serve them well as they did the bare minimum to get by, and did not thrive with the lenient management style like some workers! It seems that you are embracing the types of charismatic behavior listed in our lesson of being a strong role model of beliefs and values, appearing competent to the crew, setting the goals for the team in a moral way, and communicating your expectations (PSU, Lesson 10, 2018). It is fantastic that they are starting to respond and it seems as if you are on a good path of transforming your once apathetic crew into a team that trusts you as a leader, and embraces the morals and ethics that you are displaying.
Resources:
Northouse, P.G. (2019). Leadership: theory and practice. Eighth Edition. Los Angeles, CA: Sage Publications, Inc.
Matthew G Solovey says
Turning around a team can be a challenging process. I’ve had to do this a few times and it wasn’t easy, but you’re right that transformational leadership is an appropriate approach. You mention that the team has been stereotyped negatively, so you have to take into account that there is the negative perception of the team and there is a reality of how your team actually operates. You have to overcome both.
I like Kouzes and Posner’s model of transformational leadership, which features five practices (Northouse, 2016).
First, you can model the way (Northouse, 2016). Modeling the way is setting an example through your own behaviors, sharing your values and philosophy (Northouse, 2016). As you mentioned, you’ve been doing this and are already seeing results. You also need to do what you say you will do and give affirmation of common values (Northouse, 2016). Respect will be built and trust developed, helping you inspire change.
Second, you can inspire a shared vision (Northouse, 2016). You mention how you reinforce your vision for the crew. You seem to see positive outcomes for the future and are communicating them (Northouse, 2016). You could also see what your crew members’ personal dreams are and tie those dreams to the bigger picture vision you have for the crew (Northouse, 2016). This could help the crew members do more for others and look past themselves (Northouse, 2016).
Third, you could challenge the process (Northouse, 2016). Depending on what performance issues exist for the team, you might be able to try some new things in processes, take a risk to make things better (Northouse, 2016). Maybe to turn things around for this crew, you have to think outside the box a little and do something new. When doing so, you should do so only one step at a time and learn from mistakes (Northouse, 2016).
Fourth, you could enable others to act (Northouse, 2016). I’m not sure how you could do it tactfully, but you could bring the crew into finding a solution by building on the perception issue of others in the organization. Something like, “I’ve heard some of the other crews think they’re better than us. How can we better show how good we are?” By letting the crew members have a say in the turnaround, you’re creating an environment where they can feel like they’re contributing (Northouse, 2016).
Fifth, you could encourage the heart by rewarding your crew members for their accomplishments (Northouse, 2016). Give praise when your crew members are doing something good. Maybe you could develop a formal recognition system that will make a celebration be authentic (Northouse, 2016).
Reference:
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: SAGE Publications.
dgs5155 says
Your role as a leader to a newly joined team sounds like a fun adventure. It seems like you have many great ideas and solutions to solidify this team and remove prior negative views. Leading by example is a great way to project transformational leadership. In table 8.2 leadership factors lists idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Northhouse, 2016, p.167) as four factors that contribute to transformational leadership. You touched on these four factors with excellent detail.
I would like to concentrate on charisma. Charismatic leaders are known to be strong role models, articulated, and confidence. You sat down with your team and stated what you expected of them and asked for their feedback as well as accepted the leadership position that most others didn’t want. This by it self defines you a transformational leader. Excellent job!
Resources
Northouse, P.G. (2016). Leadership: theory and practice. Seventh Edition. Los Angeles, CA: Sage Publications, Inc.