Input
• Definition: “Transformational Leadership: “The engaged activity of pursuing a preferred future in such a way where the very core of those involved continually experience reshaping and renewing in the process.”
• Inspirational Motivation
o Providing meaning and challenge o Providing an optimistic future o Molding expectations
o Creating self-fulfilling prophecies o Thinking ahead
Implementation
Task 1: Identify one IM behavior. Task 2: Name one attachment style.
Task 3: Identify how that one attachment style would interact with the capacity to integrate the behavior.
Integration
Task 1: Identify one behavior that you will try to practice during the week. Task 2: Record in your journal your thoughts, feelings, attitudes as you consider applying that behavior.
Task 3: Record in your journal what happened after you applied it.
Task 4: Name one source of Mental Models that influenced your application (or lack thereof). .
Task 5: Identify as much as possible how that source either supported your implementation or your sabotaged it.
Intellectual Stimulation Inductive
Input
• Full Range Leadership Development (MBE & CR = TA) o Laissez Faire Lship
■ Non-leadership component
■ Leaders avoid accepting their responsibilities ■ Absent when needed (avoidance of leadership) ■ Fail to follow-up requests for assistance
■ Resist expressing their views on important issues ■ Whatever choice a person thinks is correct ■ Let them figure it out for themselves o Management-by-Exception (MBE)
■ Active: Monitor members performance and take corrective action if deviations from standards; Enforce rules to avoid mistakes. ■ Passive: Leaders fail to intervene until problems become serious.
They wait to take action until mistakes are brought to their attention (“squeaky wheel gets the grease.”)
• If it ain’t broke don’t fix it o Contingent Reward (CR)
■ Leaders engage in a constructive path-goal transaction of reward for performance.
■ Clarify expectations
■ Exchange promises and resources ■ Exchange assistance for effort
■ Provide commendations for successful follower performance o
Intellectual Stimulation a. Question Assumptions
b. Encouraged others in ministry to employ intuition c. Entertained ideas that seemed unusual
d. Created imaginative visions
e. Asked others to rework the same problems they thought they had solved f. Saw unusual patterns
Implementation
Integration
Task 1: Identify one behavior that you will try to practice during the week. Task 2: Record in your journal your thoughts, feelings, attitudes as you consider applying that behavior.
Task 3: Record in your journal what happened after you applied it.
Task 4: Name one source of Mental Models that influenced your application (or lack thereof).
Task 5: Identify as much as possible how that source either supported your implementation or your sabotaged it.
Individualized Consideration Inductive
Input
Typologies o f Organizational Cultures
Predominately Four I Cultures • High ODQ TF Score
• (More purely TF): Likely to be constantly talking about vision, purposes, values, fulfillment w/o emphasizing the need for formal agreements and controls
o Lack of TA make it difficult to know what people will do o Trust is internalized rather than dependent on formal agreements • Expressiveness likely to be high
• Structure likely to be loose o Decentralized o Flat o Flexible o Adaptive o Dynamic o Informal, bottoms-up
o Emphasis on potential of members and org to grow and improve itself • High creativity
o Particular emphasis on questioning methods
• If TA extremely low, newcomers/outsiders difficulty with knowing what to do Session #9 -Transformational Leadership IV
High Contrast Org Cult • High TA, TF
• Great deal of both management and lship • Conflict over best ways to proceed
• Chafing and battling against the rules and old ways of doing things but the conflict is healthy and constructive
• Maintaining balance between two requires trust in both people and organization o Particularly where trade-offs must be made between short-term gain and
individual rewards for the long-term benefit of the group and organization • Organization not highly structured
• Whatever gets done is on the basis of informal leadership efforts • Low predictability, though degree of flexibility
Coasting Organizational Culture • Falls in the middle ranges
• External controls are balanced with efforts toward self-control
• Management, lship activity tends to b moderate n amount; org likely to coast along but does not do as well as it might with resources and organizational opportunities it possesses
• Little change is expected as the org putters along • Simply maintaining its current position
Predominately to moderately Contractual
• Highly TA in orientation, lacking much TF lship
• Self-interest more important than the interest of the group
• Each person watches out for his/her self-interests and short-term goals prevail • Much attention to controls, directions, and SOP.
• Org tends to be an internal market where much is negotiated thru rules of the game
• Structure likely to be stable, centralized, tight, and tall with a clear hierarchy. • Ministry people are given little discretion, watched, driven, and controlled • Rigid and mechanistic
Pedestrian Organization . • Moderately TA, little to no TF
• Little gets done that is not a consequence of formal agreements • Little change is observed
• Risk taking is avoided
• General sense of structure and procedure taking on various forms • Somewhat mechanistic
• Ldrs have and practice little discretion • Work is routine
• Little commitment to org or members Garbage Can
• Lacking in either kind of lship • Consensus likely to be absent • Everybody does their own thing • “Garbage can” of fruitless activity
• Very little cooperation
• Agendas depend on who shows up to meetings and problems people carry around with them waiting for an arena to air (business meetings)
• Anarchic w/o clear purposes, visions, values, rules, regulations, intentionality Implementation
Integration