Comparison Matrix Paper
Chloe Dixon
Grand Canyon University
LDR2: Progression in Leadership Thought
February 12, 2014
Introduction
When analyzing transformational leadership, it is important to determine the fairness of a leader in an organizational setting. The article, “Are transformational leaders fair? A multi-level study of transformational leadership, justice perceptions, and organizational citizenship behaviors” (2010) by Cho and Dansereau focused on discovering the mental process that motivated the association between transformational leadership and individual and group-level multifocal managerial social responsibility behaviors. In “The Relationship Between Transformational Leadership Followers’ Perceptions of Fairness,” (2012) by Bacha and Walker, the focus shifted to study the relationship between transformational leadership and the employee’s discernment of fairness from the leader, whether it was distributive, procedural, and interactional in French firms. The connection between the two articles is their focus on transformational leadership and the relationship between the follower’s perceptions of the leader. Cho and Dansereau (2010) determined their study was important to conclude how followers, individual and group-level, perceived transformational leaders. Bacha and Walker (2012) determined the procedures and interactions the leaders had with the employees were intensely acquainted with transformational leadership. Both articles presented their case for their research questions, validating their studies.
Research Questions
Although the articles shared similarities, each had their own disposition delineated by their research questions. Cho and Dansereau (2010) developed four research qu...
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...rming relationships with employees was made clear by being efficient and fair to preserve and inspire their workforce. These results can be further studied in a dissertation that is duplicated in a different culture to test the consistency of its findings. Using the information from these two studies, it is clear that transformational leaders behaviors have an impact on their follower’s perception (Bacha and Walker, 2012; Cho and Dansereau, 2010).
References
Bacha, E., & Walker, S. (2013). The Relationship Between Transformational Leadership and Followers' Perceptions of Fairness. Journal Of Business Ethics, 116(3), 667-680.
Cho, J., & Dansereau, F. (2010). Are transformational leaders fair? A multi-level study of transformational leadership, justice perceptions, and organizational citizenship behaviors. Leadership Quarterly, 21(3), 409-421.
...selbein and Cohen, “organizations that take the time to teach leadership are far ahead of the competition. By becoming familiar with the transformational leadership approach and combining the four I's, managers can become effective leaders in the business world.” (1999, p. 263). Transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are “transformed” to enhance job performance and help the organization be more productive and successful. All of these leaders have the attributes mentioned here. History will decide the greater impact they had on society as it is being written every day. Therefore, the qualities of transformational leadership make the essence of transformational management and the key to successful management of transformational organizational changes.
...Interactive effects of transformational leadership with moral and authoritarian leadership behaviors. Journal of Business Ethics, 116, 629-640. DOI: 10.1007/s10551-012-1486-0
Transformational leadership also integrates well with a biblical worldview because both advocate valuing followers as well as leaders, the importance of ethical behavior, the need to forgive and learn from mistakes, and the value of a high moral example. Kouzes and Posner advocate leaders having a “moral authority to lead” (2007, p. 41), practicing personal accountability and working to improve all aspects of their follower’s lives. This others-centered leadership approach fits well in the Christ centered atmosphere of a Christian school.
This is where transformational leaders excel in their roles as motivators and change agents; however, one characteristic that resonates most with followers is the leader’s ability to define vision and mission. Ballou (2015) used the analogy of an orchestra conductor possessing the musical score that provides the details for every participant in the ensemble. The ability of the leader to bring clarity to the vision enables followers to understand the ‘why’ of their hard work. While seemingly autocratic, followers accept direction from transformational leaders because they demonstrate selflessness and are most interested in the team’s success, not their own. These highly regarded traits can alleviate tension in diverse groups by focusing on the vision, not individual differences. While there are similarities between the servant and transformational leader, there are important differences as well. In the book, The Leadership Challenge (2002, p. 153), the authors suggested that transformational leadership affects not only the followers, but the leader as well, by raising each other to achieve the higher purposes of motivation and morality. Another vital component of transformational leadership is the fostering of participation when making decisions. It is never the intention of the leader to inject his or her opinion, especially at the onset of the process. This ability allows followers to arrive at consensus by encouraging team participation, which invites involvement and buy-in of the vision, while decreasing the likelihood of inter-team conflict. The true transformational leader inspires the team because they have achieved a high level of self-actualization, which allows them to encourage and recognize the achievements of others without feeling threatened. When followers are fortunate enough to be led by a transformational
For example, Gerald Greenberg (2009), a prominent researcher in the field notes that leaders who are perceived as practicing and promoting fairness by their employee’s experience benefits related to the organizations, the employees, and the individual actor’s moral development. Also, research (Deschamps, Rinfret & Fache, 2016) correlates fairness or justice practices a prime factor for creating positive organizational behaviors (Deschamps, Rinfret & Fache, 2016). Other outcomes associated with developing justice in the areas of procedural justice, interpersonal justice, and distributive justice include: “greater trust and commitment, improved job performance, more helpful citizenship behaviors, improved customer satisfaction, and diminished conflict” (Cropanzana, Bowen, & Gilliland, 2007, p. 34). Lastly, the organizational leadership should be cognizant of the leadership approaches that can continual support positive perceptions and relationship with employees. Research maintains when leadership practices that reflect that of a transformational leader, employees tend to express feelings of unfairness to a lesser degree than that of other leadership approaches, and the leader being perceived as fair becomes a mediator for motivating employees (APA, Deschamps).
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
Stone, A. G., Russell, R. F., & Patterson, K. (n.d.). Transformational versus servant leadership: A difference in leader focus. Retrieved from http://www.regent.edu/acad/sls/publications/conference_proceedings/servant_leadership_roundtable/2003pdf/stone_transformation_versus.pdf
Hassan, S., Mahsud, R., Yukl, G., & Prussia, G. E. (2013). Ethical and empowering leadership
B.M. Bass developed a study in 1985 on leadership in the western world which focused on western leaders and how they influenced their subordinates. What he found was that leaders across organizations shared similar attributes. He referred to this style as “transformational leadership”. Through this style, leaders “inspire followers to transcend self-interest for the good of the organization and can have an extraordinary effect on their followers” (Robbins & Judges, 2012:188). Bass discovered that cultures that used this leadership style placed importance on the development of individual’s work performance within organizations. Using his research, Bass was able to organize the behaviors of what he deemed transformational leadership into four categories: idealized influence, inspirational motivation, intellectual consideration, and intellectual stimulation. Each category is a different form of influence that the leaders have over their followers which allow them to affect diverse groups of people. Since the theory was based on a study of western leaders, the transformational leadership theory can be viewed as bias in a western context. In other words, this style of leadership may be more effective in western organizations than eastern organizations due to the differing cultural values. However, there are examples of transformational leaders in each culture.
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
...) has shown that these two typologies work well in different frameworks, transformational leadership involves in procedural justice whereas distributive justice relies on transactional leadership. An association of both would maximize the level of trust on leaders.
Many leadership researchers and scholars have stated that leaders do not exist without followers. Leadership has been described as the process of influencing, in which a person can enlist the support of others to accomplish a task or goal (Nye, 2010 and Oc & Bashshur, 2013). A leader is one whom others agree to follow, but a follower must be willing to be led. In developing leaderships styles and theories, the traits and behavior of the leaders were considered by Bass (2008). Bass described these styles as transactional and transformational leadership (2008). For the purposes of this short essay, I will discuss two leadership styles, the types of followers, and the autocratic style being used by this organization’s new VP.
...J., & Kanungo, R. N. (1998). Charismatic leadership in organizations. Thousand Oaks, CA: Sage Publications. Feigelman, William. (1990). Treating Teenage Drug Abuse in a Day Care Setting. Praeger Publishers: New York. Miller, H. G., C. F. Turner, and L. E. Moses (1990). AIDS: The second decade. Washington, DC: National Academy Press. Moran, Gabriel. (1996). A Grammar of Responsibility. Crossroad Publishing: New York. Stevens, C. U., D'Intino, R. S., & Victor, B. (1998). The moral quandary of transformational leadership: Change for whom? Research in Organizational Change and Development, 8, 123-143. Wilson, John. (1995). Discipline and Authority in Classroom and Courtroom. Boyars/Bowerdean: London. Wren, J. T. (1998). James Madison and the ethics of transformational leadership. In J. Ciulla (Ed.) Ethics, the heart of leadership (pp. 145-168). Westport, CT: Praeger.
Martin Luther King Jr. addressed a crowd of over 250,000 people on that mild summer day (Polk & Stewart, 2013), his approach to leadership during this speech was specific to transformational leadership. Transformational leaders are motivational and recognize a need for change and produce a vison to influence the change through inspiration. Mr. King’s followers admired him and were secure in his vison and his ethical values. He was without dispute one of the greatest
theory can be juxtaposed with the Transformational Leadership Model to reiterate the foundational behaviors associated with effectual leadership. According to a study on the Transformational Leadership Model, four distinct behavior categories are attributed to leadership. These four basic characteristics that create the conceptual framework are the Vision Builder, Standard Bearer, Integrator, and Developer. A Vision-Builder is similar to the previously mentioned Communication component. This leader builds a vision and communicates it clearly by establishing specific, achievable goals and shaping how they will be accomplished. A Standard Bearer can be compared to the Advisory role, where a leader adopts a code of ethics and maintains moral standards. This role inspires others and creates an environment where individuals hold this leaders opinions and recommendations in high-regard. The Integrator is related to the Opportunity component, where leaders can identify opportunities and combine resources to achieve organizational goals through aligning the individuals that they are responsible for to be the most productive. Lastly, the Developer is similar to the Talent component. This leadership behavior fosters individual and collective growth through training others and maximizing talents to facilitate a high performance environment. (Bottomley, K., Burgess, S., & Fox III, M.,