Transformational leadership Studies & Hypotheses

Leadership is such an wonderful area of study where the exploration happens everyday endlessly! Some theories become old and obsolete – some theories are debatable – some theories are profoundly interesting. Compared to other theories, Transformational leadership is somewhat new, explored everyday due to its popularity, interesting in nature and there is an easy way to get results using Multifactor Leadership Questionnaire™ (shortly MLQ™).

MLQ™ is the most widely used instrument to assess transformational leadership theory [9] and “is considered the best validated measure of transformational and transactional leadership” [10- p. 338]. With the help of MLQ™, leadership behavior can be evaluated and trained accordingly. MLQ™ has history from 1980s. Right now, MLQ™ Form 5X (developed by Bass & Avolio. 1995)[8] and its modified versions are used for transformational leadership studies.

Here is the steps: Start with a question on leadership & its relationship with something. Then circulate MLQ™ to target audience. Get the results and compare it against your assumptions. Create your Hypotheses.

Here are few examples:

Question: Is Similarity in Leadership Related to Organizational Outcomes? [4]

Hypotheses:

H1:  Perceived similarity between superiors and their leaders with respect to transformational leadership is: 1) positively related to positive outcomes, and b) negatively related to negative outcomes.

H2:  In addition to perceived leadership, perceived similarity between superiors and their leaders explains unique variance in outcome variables.

H3:  The correlations between transformational leadership and outcomes can be ranked as follows:  SHTL – SLTL / DHTL – DLTL.

Question: Gender differences in transformational leadership among the field leaders of New South Wales Police students [5]

Hypotheses:

Female leaders would attract universally higher ratings on factors thought to be associated with greater effectiveness as a leader. That is, it was expected that female police leaders would be viewed as being more transformational and less laissez-faire than males.

Furthermore, it was expected that female leaders would attract higher effectiveness ratings and that followers would be more satisfied with their female leaders.

Ultimately, followers who had female  leaders would also be expected to expend a higher degree of effort at work/in training.

Question: What mechanisms explain the positive effect of transformational leadership?[6]

Hypotheses:

H-1 Transformational leadership has a positive effect on job satisfaction.
H-2 This impact is partially mediated through job characteristics and intrinsic work motivation.
H-2-1 Transformational leadership has a positive effect on job characteristics.
H-2-2 Job characteristics have a positive effect on intrinsic work motivation.
H-2-3 Intrinsic work motivation has a positive effect on job satisfaction.

Job characteristics partially mediate the relationship between transformational leadership and job satisfaction. This was not found for intrinsic work motivation. The results of this study underline the impact of transformational leadership on perceived job characteristics and employees’ job satisfaction.

NOTE: MLQ™ is trade marked product and you can contact Mind Garden® for further enquiry – Mind Garden® is a registered trademark of Mind Garden, Inc. All the hypotheses work are outcome of respective authors work and not my opinion on those questions.

References:

1. Multifactor Leadership Questionnaire™ – The benchmark measure of transformational leadership – Bernard M. Bass & Bruce J. Avolio – from web site URL: http://www.mindgarden.com/products/mlq.htm

2. The Full Range Leadership Model™ – http://www.mlq.com.au/flash_frlm.asp

3. 41 5 Transactional and transformational Leadership – document retrieved from web site URL – http://www.diss.fu-berlin.de/diss/servlets/MCRFileNodeServlet/FUDISS_derivate_000000001791/05_05_kapitel.pdf;jsessionid=E9EEB7BF0A73678BF5AC450F3F84F2F2?hosts=

4. Is Similarity in Leadership Related to Organizational Outcomes?  The Case of Transformational Leadership March 28, 2005 – document retrieved from web site URL –

http://leadershipcenter.osu.edu/library/publications/leadership-discoveries/2005/march-2005-is-similarity-in-leadership-related-to-organizational-outcomes-the-case-of-transformational-leadership

5.Gender differences in transformational leadership among the field leaders of New South Wales Police students – document retrieved from web site URL – http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.89.1734&rep=rep1&type=pdf

6. The influence of transformational leadership on job satisfaction: The mediating role of Job characteristics and intrinsic work motivation Bösch Walser, R., & Heilmann, T., Social and Economic Psychology, University of Zurich – document retrieved from web site URL – http://www.psychologie.uzh.ch/sowi/team/heilmann/documents/BoeschHeilmann_Poster_eawop2009.pdf

7. DEMO profile of MLQ output http://www.testcentral.ro/files/mlq_f_en.pdf

8. Bass, B. M. and Avolio, B. J. 1997. Full range leadership development: Manual for the multifactor leadership questionnaire, CA, Mind Garden.

9. Kirkbride, P. 2006. ‘Developing transformational leaders: the full range leadership model in action’, Industrial and Commercial Training, Vol. 38, No. 1 pp.23-32.

10. Ozaralli, N. 2003. ‘Effects of transformational leadership on empowerment and team effectiveness’, Leadership & Organization Development Journal, Vol. 24, No. 6, pp 335-344.

What is getting transformed in Transformational Leadership?

Whenever I take Transformational Leadership topic, one or the other person eagerly asks – “What is getting transformed?”. I thought it would be nice to share my answer views in a post quoting few references.

James MacGregor Burns says:

Transforming leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality by transforming leadership which ultimately becomes moral in that it raises the level of human conduct and ethical aspirations of both the leader and led and, thus, has a transforming effect on both.[1]

Transformation will elevate and discipline the inner soul of both leader & follower.  Hence goals, values, principles, motivation and morality of both leader and follower will be one and the same at one point of time — it is like one soul two body. In such case, no supervision needed — each one knows what to do in different situations.  This is the ultimate goal of leadership.

Due to difference in human thinking & nature,  each one of us differ in skill level to perform an activity. Kelley (1995) indicates that leadership and followership are equal but different activities often played by the same people at different times. Individuals who assume leadership roles have sound visioning, interpersonal and organizational skills, and the desire and willingness to lead. Effective followers are distinguished by their capacity for self-management, strong commitment and courage.[2]

Summation of Transformational Leadership was given excellently in Reference [2].  It is a nice gist and has almost all activities of Transformational Leadership.

1. Leaders have high moral and ethical values.
2. Leaders express genuine interest in followers.
3. Leaders have an inspirational vision.
4. Genuine trust exists between leaders and led.
5. Followers share leader’s values and vision.
6. Leaders and followers perform beyond self-interest.
7. Participatory decision-making is the rule.
8. Innovative thinking and action is expected.
9. Motivation is to do the right thing.
10. Leaders mentor.

References:
1. James MacGregor Burns, Leadership , New York: Harper & Row, 1978), pp.4, 20

2. Transformational Leadership by Colonel Mark A. Homrig, 21 Dec 2001. Retrieved on 08th Jan 2009 from http://leadership.au.af.mil/documents/homrig.htm

Transformational Leadership – Confidence

Whatever you think, that you will be. If you think yourself weak, weak you will be; if you think yourself strong; strong you will be – Swami Vivekananda.

Confidence is an important qualities of Transformational Leadership. Whole life and the Leadership principle revolves around the word “Confidence”. A Transformational Leader should have confidence on himself in achieving the vision.  Followers’ should have confidence on the Leader & his vision. Leader should also show confidence in the follower’s capability to achieve the vision.

Throughout the Leadership practice, confidence building is an important inevitable step in which Self-confidence is the backbone for any Leader. There need to be a plan in developing self-confidence. I can say follow 5C’s that will help you in developing confidence:

Clear vision and path - A Transformational Leader possess clear vision and the way in achieving the vision. Once a plan is clear then success is unstoppable which boosts confidence.

Commitment – “The one who commits himself completely will achieve the goal soon”. Both self-confidence & followers’ confidence grows when a leader involves himself fully in the activities that leads to achieve goals.

Courage – Hurdles & struggles are common in achieving success even for an easy activity! No need to ask problems in working towards bigger vision. So, staying focused and keeping hope in Leadership is a must. A Transformational Leadership should be courageous and communicate followers to be brave during difficult times.

Consistent - Having coherency between speech and action is required for Transformational Leaders. Consistency in the approach will keep cohesive team in place that helps transforming each other to next level.

Celebration – Even smallest achievement needs to get attention of all – so Celebrate! This gives the entire group a feel of accomplishment that makes them confident. Everyone work more committed & motivated.

Followers’ confidence can be raised with individualized considerations and recognition to their accomplishments.

Try out the 5C’s and tell me, I am waiting for your comments Transformational Leaders.

Transformational Leadership – Change

Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights.  – Pauline R. Kezer

Each and every individual possess unique behavior, style, thought process and perceptions, but this may or may not help them in reaching the highest of their potential as each one of these affects their daily activities and hence the output. On analyzing the behaviors of those leaders who are considered to be successful, researchers came up with different leadership theories.

Is it possible for everyone in the world to have the same characteristics? Surely not, but it is proven that by practice one can develop a behavior or style. Modification from the current behavior requires a Change. To change, in the core, it is required to learn, adapt and follow the new style. Change cannot exist without a direction. A change can take you to any side (up or down) in your life. First, you change yourself for the good of the community. By doing so, indeed you can bring a change in the community. Transformation means “a change from one form or level to another.”

The simplest transformation I can point is – Ice to Water and Water to Vapour. We can identify all three phases of H₂O with their physical form. At 0 degree Celsius, Ice transforms to Water – i.e. from solid form to liquid form. At transformation temperature, both solid & liquid form exists. Same exists at 100 degrees Celsius.

A leadership which has the capability of transforming people, community and organization is  Transformational Leadership. Leaders with transformational leadership qualities have a vision, clear purpose and connect followers which takes them to the next level. In Transformational Leadership, you are bringing a change within you and a change in the followers. For you to change, you need to learn what is good, try adapting the ingredients and follow it sincerely. Next, you bring a change in the followers’ mind by communicating, educating, encouraging and taking care of their concerns.

You must be the change you wish to see in the world. – Mahatma Gandhi

Significant Behaviors of Transactional Leadership

Comparative study is an excellent method to understand greatness in certain things. Neurons have a pattern of learning objects by relating them. This is important for faster recollection which otherwise termed as quicker learning or better understanding. When someone says “Lightning”, you remember words like “Thunder” and “Rain” even without hinting. When I say “Transformational Leadership” you automatically think of “Transactional Leadership”. In this post, let us see significant behavior’s of Transactional Leadership for better understanding of “Transformational Leadership”.

As per Bass, “Transformational Leadership is in someways an expansion of Transactional Leadership”. With detailed Full Range of Leadership Model, he clearly explained how one can link Transactional and Transformational behaviors.

Transactional Leadership is based on exchange between leaders and followers. Leaders explain what needs to be done & what followers will get on achieving the goal. Significant Transactional Leadership Behaviors are:

1) Contingent Reward(CR)

2) Management-by-exception (either Actively or Passively) – MBE

3) “Hands-Off” or Laissez-Faire Leadership (LF)

Above behaviors are widely followed throughout the world as leadership styles also. These behaviors are having its own merits and it is not wrong in following them. Even a leader can be effective by using these transactional leadership behaviors appropriately at the right time.

Contingent Reward (CR) – “If you finish up these goals with high-quality then you will get good bonus next year”. This is a usual statement you hear from any manager. Most of the time, this style is effective in motivating the team. But surely, it is always linked with benefit, hence it is transactional.

Management-by-Exception (MBE) – The name itself explains the way. Based on the output (exceptions) leaders take corrective actions. As this one is more related to issues rather than rewards, it is less effective than CR. There are two types of MBE.

MBE – Active(MBE-A) involves proactively identifying & tracking possible issues, mistakes and errors in the assigned activities. This style is required in some activities where safety is important.

MBE – Passive(MBE-P) involves taking corrective action until issues occur. When compared to MBE-Active, this one is less effective.

Laissez-Faire Leadership (LF) is doing nothing as a Leader – ignoring all its responsibilities. Letting others do the work & avoiding to show. Researchers termed this as “Non-transactional” and as the “Most Ineffective Leadership Style”. This behavior is shown when one holds the positional level leadership without the required skill or interest in the job.

References:

1. Transformational Leadership (Second Edition) BY Bernard M. Bass, Ronald E. Riggio, Lawrence Erlbaum Associates, Inc.,2006