SEU Was Transformational Leadership the Best Approach Case Study Questions

Description

As we have studied during this week, transformational leaders encourage their employees to share ideas. This type of leader motivates employees and seeks collaboration to achieve goals. They take the time to listen to employees and evaluate ideas. Open communication, cooperation, and risk-taking are characteristics that often describe transformational leaders.

When COVID-19 began, Salam, the general manager of XYZ’s chain restaurant, conducted a meeting with all employees. During the meeting, Salam shared COVID-19 related information and expressed the critical importance of customer safety. 

As a transformational leader, Salam wanted to involve all employees in the decision-making process to determine if masks and gloves should be used by employees, the number of customers to be served inside the restaurant at one period of time, how sanitation efforts could be encouraged, and more. Since the transformational leadership approach was used, the process of determining what was best for the organization took countless meetings and over one month to agree upon. While waiting to make a final decision, employees became ill with COVID-19 and the restaurant needed to close for longer than anticipated. 

Thinking about the case presented above:

Determine if the transformational leadership style was the best approach to use.

Explain what leadership approach you would have used if you were in Salam’s position (i.e., transactional leadership, charismatic leadership, or transformational leadership). 

  1. Explain the advantages and disadvantages with using the transactional leadership approach as compared to the transformational leadership approach.
  2. If you were Salam, what would you have done differently and why.

Unformatted Attachment Preview

Chapter 8: Transformational
Leadership
Description (1 of 17)
•
•
•
•
Current and popular.
Changes and transforms people.
“New Leadership” paradigm.
Increased research.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
2
Description (2 of 17)
• Emphasizes motivation and follower
development.
– Fits today’s work group needs.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
3
Description (3 of 17)
Transformational Leadership Defined (1 of 2).
• Transactional leadership.
• Transformational leadership.
• Exchange dimension.
• Employees prefer transformational
leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
4
Description (4 of 17)
Transformational Leadership Defined (2 of 2).
• Pseudotransformational leadership.
• Aspects of pseudotransformational
leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
5
Description (5 of 17)
Transformational Leadership and Charisma
(1 of 3).
• Charisma.
• House’s theory of charismatic leadership.
• Personality characteristics.
• Behaviors.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
6
Description (6 of 17)
Transformational Leadership and Charisma
(2 of 3).
• Effects of charismatic leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
7
Description (7 of 17)
TABLE 8.1 Personality Characteristics, Behaviors, and Effects on Followers of
Charismatic Leadership
Personality
Characteristics
Behaviors
Effects on Followers
Dominant
Sets strong role model
Trust in leader’s ideology
Desire to influence
Shows competence
Belief similarity between leader and
follower
Self-confident
Articulates goals
Unquestioning acceptance
Strong moral values
Communicates high expectations
Affection toward leader
Expresses confidence
Obedience
Arouses motives
Identification with leader
Emotional involvement
Heightened goals
Increased confidence
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
8
Description (8 of 17)
Transformational Leadership and Charisma
(3 of 3).
• Effects often occur with distress.
• Shamir, House, and Arthur (1993) revised
House’s theory.
• Ties followers to organization.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
9
Description (9 of 17)
A Model of Transformational Leadership.
• Bass (1985): expanded and refined model.
• Emphasized emotional elements.
• Stressed follower motivation.
• Seven different factors.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
10
Description (10 of 17)
TABLE 8.2 Leadership Factors
Transformational
Leadership
Transactional
Leadership
Laissez-Faire
Leadership
Factor 1
Idealized influence
Charisma
Factor 5
Contingent reward
Constructive
transactions
Factor 7
Laissez-faire
Nontransactional
Factor 2
Inspirational motivation
Factor 6
Management by
exception
Active and passive
Corrective transactions
Factor 3
Intellectual stimulation
Factor 4
Individualized
consideration
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
11
Description (11 of 17)
A Model of Transformational Leadership:
Transformational Leadership Factors (1 of 2).
• Charisma or idealized influence.
• Attributional component.
• Behavioral component.
• Inspiration or inspirational motivation.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
12
Description (12 of 17)
A Model of Transformational Leadership:
Transformational Leadership Factors (2 of 2).
• Intellectual stimulation.
• Individualized consideration.
• Transformational produces more effects than
transactional.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
13
Description (13 of 17)
A Model of Transformational Leadership:
Transactional Leadership Factors.
• Contingent reward.
– Constructive transaction.
• Management by exception.
– Active versus passive.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
14
Description (14 of 17)
A Model of Transformational Leadership:
Nonleadership Factor.
• Laissez-faire.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
15
Description (15 of 17)
A Model of Transformational Leadership:
Transformational Leadership Measurements.
• Multifactor Leadership Questionnaire (MLQ).
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
16
Description (16 of 17)
Other Transformational Perspectives:
Bennis and Nanus.
• Questioned leaders on their lives
and personalities.
• Four common leader strategies.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
17
Description (17 of 17)
Other Transformational Perspectives:
Kouzes and Posner.
• Interviewed leaders and analyzed.
• Five practices.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
18
How Does the Transformational
Leadership Approach Work? (1 of 2)
• Broad-based and multi-faceted.
• Aims to empower followers.
• Depends on a vision.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
19
How Does the Transformational
Leadership Approach Work? (2 of 2)
• Organizational values and norms.
• Working with people.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
20
Strengths (1 of 2)
• Widely researched.
• Appealing.
• Acknowledges follower–leader process.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
21
Strengths (2 of 2)
• Broad view of leadership.
• Emphasizes followers’ needs, values, and
morals.
• Evidence of effectiveness.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
22
Criticisms (1 of 3)
• Lacks conceptual clarity.
– Broad characteristics and parameters.
– Overlap.
• Measurement issues.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
23
Criticisms (2 of 3)
• Leadership as a personality trait.
• Lack of evidential support.
• Elitist and antidemocratic.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
24
Criticisms (3 of 3)
• Leader unreliability.
• Question of universality.
• Question of use with millennials.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
25
Application (1 of 2)
•
•
•
•
Generalized approach.
Emphasizes individual leader traits.
Widely applicable.
Uses MLQ or similar assessment.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
26
Application (2 of 2)
• Vision-focused.
• Sosik and Jung (2010) guide.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
27

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