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Transformational, Cultural, and Symbolic Theories Chapter 7 What’s in Chapter 7? Three main points: • Transformational Leadership • Cultural Leadership • Symbolic Leadership Introduction • We now shift away from the “scientific” classical theories and look at more progressive theories which capture the value and meaning of leadership to organizations • Stability gave way to major social changes in the 1970s • Much disenchantment with the establishment • Transformational leadership theory was born out of a need for type of leader that was interested in ethics Transformational Leadership Theory • Transformational leadership emerged out of the work of James MacGregor Burns • Transformational leadership is a process in which “leaders and followers raise one another to higher levels of morality and motivation” • Transformational leaders have the ability to “impact, change, or discard the status quo.” • Organizations are changing and need leaders who can bring positive changes, with a focus on values and morality. Transformational Leadership Theory • Transformation centers around growing the needs of followers • The central objective is moving people up the needs hierarchy; transforming people to higher levels • Values and morality are central to leadership Transformational Leadership Theory • People are driven by a moral need • Leaders help followers make sense of inconsistency to arrive at a satisfactory solution Elements of Transformational Leadership Transformational Leadership is… • Collective rather than focused only on the leader’s needs and power • Dissensual (offering other opinions) and promotes change • Causative rather than reactive (it creates change) • Morally purposeful (values are important) • Elevating (moving to a higher level of challenge and growth) Transformational Vs. Transactional Leadership • Transformation = Change • Transaction = Exchange • Transactional leadership tends to be self-centered and focused on the needs of the leader. Interactions between leaders and followers are simply exchanges (or trades) that benefit the leader. • Transformation involves leaders investing in followers and the desire to change things for the better. Transformational leaders recognize the need for values and seeks to bring his followers to a higher moral level. More about Transformational Leadership • Laissez-faire leadership is the total lack of leadership • Transformational leadership is the process of influence • It is based on interaction and ethics, rather than just productivity and performance • Different authors have different concepts of transactional leadership, but views on transformational leadership are consistent Organizational Culture and Leadership • Assumptions of organizational culture research • • • • • Every organization has a culture Strong cultures mean success Culture is symbolic and manageable Every organization has core values that drive the culture Organizational culture impacted by changes • Deal and Kennedy – corporate cultures centered on values, symbols, and leaders • Peters and Waterman – strong cultures mean success • Schein – leaders play a key role in the culture Important Elements of Organizational Culture • Values • Symbols • Rites and Rituals • Heroes • Stories • Artifacts Symbolic Leaders • Leader is the symbolic head of the organization • Steering wheel, visionary, symbolizer • Role of communication central to leading • Masters of the symbolic realm • Social architects Symbolic Leaders • Goes beyond Lewin, Lippitt, and White’s work • Leader must create and communicate a clear compelling vision • Leadership is the art of organizing, interpreting, and selling the vision • Leaders use influence • Leadership not management • Leaders serve symbolic and social role, managers serve the functional day-to-day roles • There substantial differences between the two Chapter 7 Summary • Shift in leadership theory to transformational, cultural, and symbolic models • Each unique but still similar in approach • Started to question the ways leadership had been approached in the past