Could you tell if you encountered a transformational leader or a con artist? If I were to encounter a pseudotransformational leader, I hope I would know if the individual was a con artist or an actual transformational leader by a variety of ways.

First, pseudotransformational leaders are “self-consumed, exploitive, and power-oriented, with warped moral values” (Bass & Riggio, 2006, as cited in Northouse, 2013. p. 187). This type of leadership is personalized leadership, focusing on the leader’s own interests rather than the interest of others (Bass & Steidlmeier, 1999, as cited in Northouse, 2013).

Transformational leaders will take into account not only their own but just as equally important, their followers’ purposes all the while working towards goals that are suitable for both of them. This concern of others is what delineates authentic transformational leaders from pseudotransformational leaders (Bass & Steidlmeier, 1999, as cited in Northouse, 2013). The concern for the common good means that transformational leaders search for goals that are compatible for everyone, not just the leader. The leader cannot impose their will on others.

The conceptualization of transformational leadership set forth by Burns (1978, as cited in Northouse, 2013) includes raising morality in others. Zhu, Avolio, Riggio, and Sosik (2011, as cited in Northouse, 2013) sort out the complexities that are related to “moral uplifting” that is a component of authentic transformational leadership. They proposed a model examing how authentic transformational leaders influence the ethics of their individual followers. They hypothesize that authentic transformational leadership should positively affect moral identities and moral emotions of the followers’.

According to Northouse (2013), transformational leadership is composed of the following four factors: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration.

The second factor is inspirational motivation. With this factor, leaders communicate high expectations to followers, which in turn, inspires them through motivation to be committed to and a shared vision in the organization. This is used by leaders to focus members’ efforts to achieve more than they would be able to in their own self-interest.

Intellectual stimulation is the third factor. According to Northouse, (2013, p. 193), “it includes leadership that stimulates followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader and the organization. This type of leadership supports followers as they try new approaches and develop innovative ways of dealing with organizational issues. It encourages followers to think things out on their own and engage in careful problem solving.”

The last factor of transformational leadership is individualized consideration. Leaders who represent this factor, listen carefully to the needs of the followers. They offer a supportive climate where they can act as coaches while trying to assist them in becoming fully actualized.

Psuedotransformational leaders may appear to be transformational but in reality are more interested in themselves than others. For psuedotransformational leaders, deceptive and manipulative practice is standard.Pseudotrasformational leaders overweight authority and underweight reason. They create the illusion that they are doing the right thing, but in reality the right thing conflicts with their own narcissistic interests. They are more concerned with maintaining the dependency of their followers than developing their followers into leaders. Instead of earning idealized influence from their followers, psuedotransformational leaders would rather seek to become the idols (rather than the ideals) of their followers. They see themselves as ultimately having a higher morality.

I would hope that I would be able to know the “genuine article” from the skillful manipulator if I were to encounter one. I don’t know if it would be apparent immediately, but rather come to the surface over time. I think it is important to remember the following, “Leaders are authentically transformational when they increase awareness of what is right, good, important, and beautiful, when they help to elevate followers’ needs for achievement and self- actualization, when they foster in followers higher moral maturity, and when they move followers to go beyond their self- interests for the good of their group, organization, or society. Pseudotransformational leaders may also motivate and transform their followers, but, in doing so, they arouse support for special interests at the expense of others rather than what’s good for the collectivity. They will foster psychodynamic identification, projection, fantasy, and rationalization as substitutes for achievement and actualization. And finally, they will encourage “we-they” competitiveness and the pursuit of the leaders’ own self-interests instead of the common good.

References:

Northouse, P.G. (2013). Transformational Leadership. In L.C. Shaw & P. Quinlin (Eds.), Leadership theory and practice (6^th ed.) (pp. 185-217). Thousand Oaks, CA: SAGE Publications, Inc.

Northouse, P.G. (2013). Leadership Ethics. In L.C. Shaw & P. Quinlin (Eds.), Leadership theory and practice (6^th ed.) (pp. 436). Thousand Oaks, CA: SAGE Publications, Inc.

http://www2.stetson.edu/~bboozer/RWBStetsonSite/XMBA/ethics_transf_leadership.html

Do you agree that everyone can learn to be a servant leader? I don’t and I will tell you why…

First of all, according to the servant leadership perspective, there are ten characteristics of a servant leader. These characteristics are listed as follows: listening (communication between leaders and followers as an interactive process that includes sending and receiving messages), empathy (“standing in the shoes” of another person and seeing the world from their point of view), healing (to make whole by caring about the well-being of their followers), awareness (being acutely attuned and receptive to physical, social and political environments), persuasion (clear and persistent communication that convinces someone to change), conceptualization (ability to be a visionary for an organization and providing a clear sense of its goals and direction), foresight (ability to know the future and predict what is coming based on what is happening now and what has occurred in the past), stewardship (taking responsibility for the leadership role and accepting responsibility to carefully mange the people and organization), commitment to the growth of people (helping each person grow personally and professionally), and building community (fostering the development of the community), (Spears, 2002 as cited in Northouse 2013).

I think that most people are probably capable to be servant leaders; however, I do not agree that everyone can learn to be a servant leader or even desire to be a servant leader. A servant leader as stated above has to have certain characteristics. Not everyone has all of these characteristics nor do I think these characteristics can be learned. It seems to me, either you have them or you don’t. If you don’t have all these characteristics, it would seem to me that servant leadership wouldn’t be as effective and therefore, would have greater chance of failure on both the leader and the follower. For example, some people simply do not have the ability to persuade someone through gentle nonjudgmental argument nor are they able to have foresight and predict what is coming based on what has happened in the past and what is happening right now, as Spears, 2002 cited in Northouse, 2013, p.222) suggests.

There is also, according to Norhouse (2013) a wide array of models describing servant leadership that includes a variable amount of data. A practical model of servant leadership was developed that contained 20 attributes, nine functional characteristics, and 11 accompanying characteristics that augment these behaviors (Russell and Stone, 2002, as cited in Northouse, 2013). Also, (Patterson, 2003, as cited in Northouse, 2013, p. 223), “created a value-based model of servant leadership that distinguished seven constructs that characterize the virtues and shape the behaviors of servant leaders”. The table shown on p. 224 shows the lack of agreement between researchers on what defines servant leadership. This is another example of why I have my doubts that everyone can be a servant leader. It seems as though, there is not a cut and dry method that determines what characteristics or traits a servant leader really even has, so how can I really determine on if everyone could be one or not?

Additionally, there are antecedent or existing conditions that have an impact on servant leadership. They are: context and culture, leader attributes, and follower receptivity. Context and culture states that, “servant leadership does not occur in a vacuum but within a given organizational context and a particular culture (Northouse, 2013, p. 226).” If servant leadership occurs in particular culture, then it appears to me that everyone could not be a servant leader. Leader attributes are the qualities and dispositions of the leader and how it consequently influences the servant leadership process. According to Northouse, (2013, p.226), “people differ in areas such as moral development, emotional intelligence, and self-determinedness and these traits interact with their ability to engage in servant leadership”. If those traits interact with their ability to engage in servant leadership, how can they be a servant leader? Follower receptivity is another factor that influences the impact of servant leadership. Northouse, (2013), suggests that not all subordinates want to work with servant leaders. They believe that servant leadership is an equivalent to micromanaging and they don’t want their leader to get to know them on a higher level.

There are also servant leader behaviors to take into consideration. Those behaviors are: conceptualizing (the thorough understanding of the organization by the leader), emotional healing (being sensitive to personal concerns and the well-being of others), putting followers first (using actions and words that let the followers know that their concerns are your priority), helping followers grow and succeed (knowing followers’ personal and or professional goals and helping the succeed), behaving ethically (doing the right thing in the right way), empowering (allowing the followers freedom and being independent), and creating value for the community (giving back to the community), as cited in Northouse (2013). If each behavior makes a unique contribution and the behaviors are the central focus of servant leadership as Northouse (2013) suggests, I would doubt the ability of someone being a servant leader if they were lacking in one or more of these behaviors. Some people are not equipped with being an emotional healer, for example. I doubt that a behavior like this is capable of being taught or learned. I think some people simply don’t want to put forth such a tremendous amount of behavior that is required to be a servant leader.

I think that if the right type of individual is selected, servant leadership can produce very good results not only for the leader, but also the follower and ultimately the organization. As Norhouse (2013), explains, servant leadership has been used in a variety of organizations including Starbucks, AT&T, Southwest and more. It has also been taught at many colleges and universities as well. I think that with the right individual and the right training, it is a very successful type of leadership; however, I still don’t agree that everyone can learn to be a servant leader.

References:

Northouse, P.G. (2013). Servant Leadership. In L.C. Shaw & P. Quinlin (Eds.), Leadership theory and practice (6^th ed.) (pp.219-252). Thousand Oaks, CA: Sage Publications, Inc.

What factors in a situational approach could contribute to the misreading of development and therefore to the adoption of an inappropriate style of leadership?

First, according to Northouse (2013), for leaders to be effective, it is essential that they determine where subordinates are on the developmental continuum and adapt their leadership styles so they directly match their style to the developmental level. Developmental level is the degree to which subordinates have the competency and commitment necessary to accomplish a given task or activity (Blanchard et al., 1993 as cited in Northouse, 2013). If a leader can’t determine where the subordinates are in reference to their development, they obviously won’t be able to adapt the correct leadership styles in order to be effect leaders. For example, an employee could be skilled and motivated for one part of their job but lack competence in another part of their job. This could send a mixed message to the leader and subsequently the leader may not be able to identify their developmental level.

Another problem may be that even though an employee may be considered a D4 (highest in development and having a high degree of competence and commitment to get the job done), I can’t see where this would always be the case. I don’t think that each employee that would or could be identified as a D4 always has the commitment to get the job done even though they do have the competency. In example, let’s say I have worked at an organization for 15 years. There is an opportunity for a promotion coming up. The interview is held for the new promotion with me and Susie, who has only worked for the organization for 2 years. For arguments sake, let’s say we both have similar educational experiences, work experience and our employment reviews have been exemplary. Susie ends up getting the new job with the promotion; I on the other hand, do not. I am still a competent D4, but now I am going to lack commitment because I was passed up on the promotion when clearly I should have been a front runner in my mind. I still want to be professional, so I still seem as though I not only have the competency but also the commitment. This would be an instance where in my opinion; it would be misleading for a leader to identify my developmental level. If a leader is unable to identify the correct developmental level, how is the leader able to move on to the second task, which according to Northouse (2013), adapting his or her style to the prescribed leadership style represented in the SLII model.

Do you agree? What are your thoughts?

References:

Northouse, P.G. (2013).  Leadership: Theory and Practice.  Los Angeles: Sage Publications.

 

While I was thinking about what I could write for my blog, I decided to google the word leaders. I found an article titled, “Fortune ranks the World’s 50 Greatest Leaders”. Interested, I decided to take a look at the list. Surprisingly enough, there are definitely people that made the list that wouldn’t have crossed my mind in a million years. People who have made the list range from Pope Francis, CEO’s, and a previous President, a lead singer of a rock band, an actress, a MLB ballplayer and more. Their ages range from 16 years old to over 80 years of age.

What I found interesting is that under each name was a small paragraph indicating why they were placed on the list. Some had determination, others overcame great obstacles during times of adversity, others simply took a chance on an idea that they had and believed in.

Northouse (2013), indicates that there are many different ways to define what leadership is. (p. 2). For instance, Bono (the lead singer from U2 and number 8 on the list) states, “real leadership is when everyone else feels in charge”. I find it fascinating that what may be your definition of leadership probably is different from mine but yet most of us would view Fortune Magazine’s list of the greatest leaders as accurate. We could see how what they accomplished and how they persuaded followers was essentially successful.

Reference:

Northouse, P. G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications.

Fortune Editors (2014). Fortune ranks the World’s 50 Greatest Leaders. Retrieved September 18, 2014 from: http://fortune.com/2014/03/20/fortune-ranks-the-worlds-50-greatest-leaders/

 

According to the Leadership Traits Questionnaire fourteen leadership traits are outlined as follows: articulate, perceptive, self-confident, self-assured, persistent, determined, trustworthy, dependable, friendly, outgoing, conscientious, diligent, sensitive, and emphatic (p. 38).

Out of the fourteen leadership traits, the ones that seemed to have the greatest weight in my opinion on what I would want a leader to have would be in no particular order, persistence, determined, trustworthy, articulate, diligent, dependable and empathetic. Some of the traits that have the least weight, again in my opinion would be friendly, outgoing, sensitive and self-assured.

After further review of the trait approach, Northouse points out not only the strengths of the trait approach but also its weaknesses. According to Northouse, “although an enormous number of studies have been conducted over the past 100 years, the findings from these studies have been ambiguous and uncertain at times (pg. 30).”

Stogdill pointed out over 50 years ago that it is difficult to isolate a set of traits without also factoring situational effects into the equation (pg. 31). Situations influence leadership because someone who may be a good leader in one situation may not be a good leader in a different situation (pg.31).

It is also noted that this approach of leadership traits are highly subjected. I think from personal experience that my boss, Jane Doe is an effective leader because she has the following leadership traits: friendly and outgoing, whereas, my coworker, Mary Smith may disagree and think that those traits are not identified as leadership traits. Mary Smith may think that her perception and empathetic traits are what make her a good leader and contribute to her effectiveness.

Another criticism is that Peter Northouse (pg. 31) states, “Trait research does not provide data on whether leaders who might have high intelligence and strong integrity have better results than leaders without these traits.” According to this, the trait approach is weak in how leaders’ traits affect outcomes of groups in organizational settings (pg. 31).

I took a leadership traits questionnaire and according to the directions took it myself and gave it to five people who know me to complete. I found it interesting to see how I view myself as a leader and how others view me as a leader. In areas that I saw myself as being weaker, most who took the survey indicated higher ratings in those areas.

In my opinion, I think that organizations who use the leadership trait questionnaire when considering an employee gives them a great baseline to see what traits an individual has, even if the individual may not end up in a leadership role.

In summary, I do believe that the perception of leadership may be overly or insufficiently affected by some traits. I think that because everyone has different opinions of what makes an effective leader and what traits correlate into an “effective leader” for that particular person in a specific situation is obviously going to be different not only to each situation but also for each individual as well. I believe that the trait approach is a good guideline for someone wanting to be in a leadership position. But I think it is just that, a guideline.

References:

Northouse, P.G. (2013). Leadership: Theory and Practice, Sixth Ed. Los Angeles: Sage Publications.