User at 14:38, 17 July 2023

2023-07-17T14:38:04Z

User at 16:56, 5 January 2023

2023-01-05T16:56:09Z

User at 16:52, 5 January 2023

2023-01-05T16:52:52Z

User at 16:52, 5 January 2023

2023-01-05T16:52:21Z

Show changes

User at 20:15, 21 November 2022

2022-11-21T20:15:56Z

Show changes

User at 20:09, 21 November 2022

2022-11-21T20:09:51Z

Show changes

User: The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

2021-02-06T18:57:58Z

The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

Show changes

User: Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders.

2018-12-11T20:12:13Z

Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders.

Show changes

User: Created page with "'''Content Coming Soon'''"

2018-12-04T16:12:04Z

Created page with "'''Content Coming Soon'''"

New page

'''Content Coming Soon'''

← Older revision		Revision as of 14:38, 17 July 2023
Line 100:		Line 100:

	===See Also===		===See Also===
		+	*[[4P's of Persuasion]]
	*[[Business Transformation]]		*[[Business Transformation]]

@@ Line 50: / Line 50: @@
 Transformational leadership theory makes the following assumptions about how the process of leader-follower engagement works. We might call these the rules of engagement.
 *The Source and Focus. First, at the headwaters of transformational leadership is a compelling vision and a configuration of core values, not tasks or goals. When transformational leaders engage potential followers with a credible and compelling vision, shared values, and the high-performance expectations attached to these, the cumulative effect of this engagement results in substantive change, indeed a transformation of moral and ethical dimensions in the lives of both followers and leaders. Leaders and followers not only engage each other. They also engage the vision and values that have brought them together in the first place. As a result, a powerful environment, an ethos is created not only for the mutual exchange of valued commodities but beyond this for a process of mutual, transformational engagement.
-*The Person. Second, the person doing the transformational leading must be in the process of transformation himself or herself. Of necessity, the transformational leader will increasingly manifest a critical mass or configuration of interdependent personal attributes, what I call core essential capacities. Transformational theorists call these the 4-I’s;<br />
+*The Person. Second, the person doing the transformational leading must be in the process of transformation himself or herself. Of necessity, the transformational leader will increasingly manifest a critical mass or configuration of interdependent personal attributes, what I call core essential capacities. Transformational theorists call these the 4-I’s;
-(1) idealized influence (charisma),<br />
+**(1) idealized influence (charisma),
-(2) inspirational motivation,<br />
+**(2) inspirational motivation,
-(3) intellectual stimulation, and<br />
+**(3) intellectual stimulation, and
-(4) individualized concentration.
+**(4) individualized concentration.<br />The transformational leader must first and foremost be a transformational partner and this requires that the leader be caught up in a process of personal transformation in accordance with the vision and values he or she espouses. (Bernard Bass, “Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries?” American Psychologist, February 1997, pp. 130-139).
 *Qualitative and Quantitative Outcomes. Third, as a result of the mutual, substantive, and ongoing transformation of leaders and followers, agendas are indeed accomplished (e.g., important tasks and goals are achieved), but beyond these, a series of transformational outcomes is secured on behalf of the community. By definition, vision and value-driven results flowing from a transformational engagement are inherently unpredictable and thus uncontrollable. But, nonetheless, a pattern of “beyond expectation” outcomes is set in motion. Congruent with and reflective of the vision and values of the community, this pattern of results is imbued with an ethical quality that transcends the limitations of a task-oriented, leader-follower transaction (Bernard Bass, Leadership and Performance Beyond Expectations, New York, Free Press, 1985).
 *Community Impact. Fourth, this chain reaction of “beyond expectation” results is a catalyst for the transformation not only of individual followers and leaders but also of the broader community. Both followers and leaders covenant together not only to get important things done but also to transcend the limitations of self-interest and task-oriented exchanges for the higher and more meaningful outcomes mandated by the community’s vision and values. Leaders and followers in transformational partnerships engage one another and the community in a change process that addresses “higher-order outcomes” in the arena of community culture, values, and ethics. The focus is not only on what we want to accomplish today but on who we want to become tomorrow.

← Older revision		Revision as of 16:52, 5 January 2023
Line 113:		Line 113:
	*[http://www.communicationcache.com/uploads/1/0/8/8/10887248/the_move_toward_transformational_leadership.pdf The Move Toward Transformational Leadership]		*[http://www.communicationcache.com/uploads/1/0/8/8/10887248/the_move_toward_transformational_leadership.pdf The Move Toward Transformational Leadership]
	*[http://psycnet.apa.org/record/1995-42525-001 Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership]		*[http://psycnet.apa.org/record/1995-42525-001 Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership]
		+	__NOTOC__

Transformational Leadership - Revision history

User at 14:38, 17 July 2023

User at 16:56, 5 January 2023

User at 16:52, 5 January 2023

User at 16:52, 5 January 2023

User at 20:15, 21 November 2022

User at 20:09, 21 November 2022

User: The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

User: Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders.

User: Created page with "'''Content Coming Soon'''"