Week 9, Friday Lecture Outline
- I. A paradigm shift
- II. A theory of transformational leadership
- III. The four "I" model
- IV. Examples and a framework
- paradigm = an accepted explanation of agiven phenomenon
- paradigm shift = old paradigms challenged by new paradigms
- a paradigm shift is occurring in leadership theory
- "leadership in practice"
- emphasis on uncovering secrets of leadership
- translate these secrets into everyday experience (vis the Managerial
- "transformational leadership"
- emphasis on understanding exceptional leaders
- understand why visionary/charismatic leaders are able to change their
- leaders transform followers from focus on self-interest to focus on
- creation of high commitment to the leader's mission by followers
- understand the behaviors and psychological processes of leaders that
produce performance beyond expectations by followers
- emotional appeal to hopes and desires of followers
- action oriented, i.e., meet crises "head on"
- communicate shared goals
- match followers' idealized expectations
- followers make positive attributions about the leader's
- provide or invoke symbols that justify actions
- model values in everyday actions
- present optimistic and attainable view of the future
- increase the intrinsic value of effort by followers
- increase commitment to the collective
- alter the salience of information attended to by followers
dissonance reduction, vis if followers like a leader they
will justify acceptance of the leader's ideas in terms of their acceptance of
- challenge the status quo
- champion change
- espouse creative deviance
- respected leaders have latitude to to pursue innovation, vis "idiosyncrasy
- personally interested and concerned about individual followers
- bring out the best in followers
- promote followers' self-development
- need fulfillment by followers, vis self-actualization needs
- followers form attainable goals and can monitor progress toward
accomplishing these goals
- note each leader's behaviors
- think about which "I" is represented in the example [Note: there can be
more than one]
- think about the specific behaviors associated with each "I"
- put checks next to each "I" you observed
- put checks next to each specific behavior you observed
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Revised - November 4, 1996