Paper 3

Transformational Leadership

1. Describe what is implied by the term “transformational leadership.”

The term transformational leadership implies changing people. Transformational leaders are charismatic

and visionary (Northouse); They influence and motivate followers to accomplish their goals.

2. Explain the differences between transactional and transformational leadership.

The differences between transactional and transformational leadership are transactional leadership is

having to do with exchanges between leaders and followers, while “transformational leadership is the

process whereby a person engages with others and creates a connection that raises the level of

motivation and morality in both the leader and the follower” (Northouse, 2015, p.164). Transactional

focuses on what the followers and leaders can get from each other in terms of promotions, while

Transformational focuses on the interpersonal relationships that can motivate to achieve goals.

3. Discuss what other real-world leaders, past or present, could be considered transformational

leaders.

Leaders that could be seen as transformational are President Franklin Roosevelt and Martin Luther King

Jr. President Roosevelt motivated and influenced the country through policies such as the new deal,

which helped the people of the United States get out of the great depression. Martin Luther King Jr. was

a transformational leader who changed the country through his activism; He motivated and influenced

others to do the same, creating the American civil rights movement.

 4. Explain the seven factors incorporated in the Bass Model of Transformational and Transactional

Leadership.

The seven factors incorporated in the Bass Model of Transformational and Transactional leadership are

idealized influence, inspirational motivation, intellectual stimulation, individualized consideration,

contingent reward, and management by exception. Idealized influence is also called charisma and is the

emotional component of leadership (Northouse). This dictates the leader’s ability to be empathetic and

understanding of individuals. Inspirational motivation includes leaders who communicate high

expectations to followers, while motivating them to achieve their shared goals (Northouse). Intellectual

stimulation is where leaders encourage followers to be creative and innovative, as well as challenging

their own and leaders’ beliefs and values (Northouse). Individualized consideration is leaders who listen

to the needs of their followers. Contingent reward is transactional factor that describes an exchange

process between followers and leaders for rewards (Northouse). Management by exception “involves

constructive criticism, negative feedback, and negative reinforcement” (2015, p.173). Also, management

by exception is a transactional leadership factor that has a negative connotation.

5. Explain the four leadership strategies identified by Bennis and Nanus.

Bennis and Nanus identified four leadership strategies. First, leaders had to have a clear vision for their

company (Northouse). Second, “transforming leaders were the social architects for their organization”

(Northouse, 2015, p.175). Leaders transform the companies values and shared meanings. Third, leaders

create trust. Lastly, “transforming leaders used creative deployment of self through positive self-regard”

(Northouse,2015, p.176). Leaders focused on their strengths.

 6. What are strengths of transformational leadership theory?

The strengths of transformational leadership theory are it’s popular with research backing it, it has a

strong intuitive appeal, it is follower orientated, and it goes beyond transactional relationships

(Northouse). Additionally, it emphasizes people skills and organizational values and beliefs.

7. What are criticisms of transformational leadership theory?

The criticisms of transformational leadership theory are: it does not have enough conceptual clarity; the

MLQ has been challenged by opposing research; it can be seen as elitist, undemocratic, and suffering

from the bias of “heroic leadership”; Lastly, it can be used by leaders negatively (Northouse).

8. Why might the transformational leadership approach not be as effective with Millennials?

The transformational leadership approach might not be as effective with Millennials because they prefer

transactional leadership. “Millennials except frequent promotions and extrinsic rewards” (Northouse,

2015, p.182). Also, millennials are more individualistic making it harder to collaborate, which is

essential to transformational leadership.

Authentic Leadership

9. Why is authentic leadership hard to define? Describe the three different definitions of authentic

leadership. What does each definition contribute to our understanding of this concept?

Authentic leadership is hard to define because there is no single definition that is widely accepted.

There are three different definitions of authentic leadership. The first definition is viewed as an

intrapersonal perspective, which primarily is focused on the leader. It emphasizes life experience, what
the leader gains from life experience, and how it develops the authentic leader. The second definition

involves an interpersonal perspective. Authentic leadership would be seen as a reciprocal process where

interactions of followers and leaders influence each other. Lastly, the third definition views leadership

from a developmental perspective. It looks at “Authentic leadership as something that can be nurtured in

a leader, rather than a fixed trait” (Northouse, 2015, p. 198). All three definitions can be used to form an

understanding of the components of authentic leadership.

10. What is the difference between passion and compassion in George’s AL model?

There is a difference between passion and compassion in George’s AL model. Passion was described as

followers or “individuals who have a deep-seated interest in what they are doing and truly care about

their work (Northouse, 2015, p. 199). Whereas, compassion was described as, “being sensitive to the

plight of others, opening oneself to others, and being willing to help them” (Northouse, 2015, p. 201).

Passion is caring about what one is doing, compassion is caring about others.

11. How are the dimensions of AL related to the characteristics of AL in George’s model?

The dimensions of AL are related to the characteristics in George’s AL model because the

characteristics explain what is needed for each dimension. The dimensions of the AL model are purpose,

values, relationships, self-discipline, and heart. The characteristics of the AL model are used to describe

the dimensions. The characteristics in the related order of corresponding dimensions are passion,

behavior, connectedness, consistency, and compassion.

 12. Using Walumbwa et al.’s (2008) definition of authentic leadership, distinguish between leader

behaviors and traits. What are outcomes of authentic leadership? What is the follower role?

Walumbwa et al.’s definition of authentic leadership distinguishes leader behavior as their components

of leadership such as: self-awareness, internalized moral perspective, balanced processing, and relational

transparency (Northouse). Additionally, traits are found in the behaviors and as factors that influence

authentic leadership like positive psychological capacities. Positive psychological capacities can

demonstrate traits such as: confidence, optimism, and resilience. The outcomes of authentic leadership

are the leaders become more authentic, purposeful, value centered, relational, self-disciplined, and

compassionate (Northouse). The follower role is for people who are motivated and impacted by leaders.

13. Distinguish between lower- and higher-levels of moral reasoning.

Having higher levels of moral reasoning makes a leader have a better sense of what is right and what is

wrong, having a lower sense may make a leader make choices that may be deemed wrong.

14. How can moral reasoning be taught? Explain.

Moral reasoning can be taught through one’s surrounding such as family or possibly critical life events

or researching ethics. Moral reasoning can be taught as you grow up through learning lessons from

family. Critical life events may shape what you view as right or wrong through experiencing it yourself.

Additionally researching ethics may give you a deeper sense on what others view as right and wrong as

well.
 15. How does authentic leadership fit with the following components of leadership: process,

influence, group context, and goal attainment?

Authentic leadership fits the components of leadership. The component, process is defined in authentic

leadership by how leadership is broken up in dimensions and characteristics or components.

Additionally, it states leadership is not a fixed trait, rather something that can be developed. Influence

applies to authentic leadership because leaders affect followers through communication. Group context

applies because authentic leaders lead followers in organizational contexts. Lastly, goal attainment is in

authentic leadership because leaders inspire followers to achieve the best through their authentic selves.

16. What are the strengths and criticisms of the Authentic Leadership approach?

The strengths of authentic leadership are: “provides an answer to people who are searching for good and

sound leadership in an uncertain world” (Northouse, 2015, p.222); provides broad guidelines; moral

aspect about doing what’s right; it is a process that is developed over time; “can be measured with

theory-based instrument (Northouse, 2015, p.222). The criticisms of authentic leadership are: not fully

backed by research; moral component is not fully explained (Northouse); reasons for positive

psychological capacities are not fully explained; ineffective withy millennials (Northouse); lacks

evidence for positive outcomes and effectiveness of authentic leadership (Northouse).

17. Complete the Authentic Leadership Self-Assessment Questionnaire. What were your scores?

How would you interpret the results? Give an example from your own experience that supports

the results of this questionnaire.

My scores in the Authentic Leadership Self-Assessment Questionnaire were 15 for self-awareness, 16

for internalized moral perspective, 11 for balance processing, and 16 for relational transparency. I would
way the results to an extent make sense. My high internalized moral perspective is true, I am more led

by my morals in situations. Additionally, I think this is why my balanced perspectives is low. I do things

on what I think is right, most of the time based on facts, and I do not like listening to arguments not

based in facts.

Servant Leadership

18. Be able to summarize the ideas of Robert Greenleaf and the historical basis of servant leadership.

What are the unique, underlying values of his perspective?

Robert Greenleaf ideas where one starts with a natural feeling to lead then choses to want to be a leader.

They also have the priority to make sure needs are being served (Northouse). While people are being

served, they will get healthier, and eventually, be servants themselves (Northouse). The historical basis

of servant leadership is Robert Greenleaf after working for AT&T for 40 years, began exploring

leadership and how companies could better serve their society (Northouse). Additionally, Robert

Greenleaf, based many of his ideas surrounding servant leadership on a novel called The Journey to the

East by Hermann Hesse (Northouse). The unique, underlying values of his perspective are it emphasizes

that leaders being servants, having concern for their followers, put them followers needs first, nurture

them, help them develop their personal capacities, and have an ethical aspect (Northouse).

19. In what ways is servant leadership a paradox? Is servant leadership more of a trait or a behavior?

Servant leadership is a paradox because people traditionally do not think of leaders as being servants,

you think of followers as being servants. Additionally, servant leadership is more of a behavior because

it states it can be learned and developed, however, in some cases it can be a trait.
 20. How might a servant leader’s gender, age, or ethnicity influence how he or she is perceived by

followers?

The servant leader’s gender, age, or ethnicity may be similar to how Northouse describes servant

leadership’s views on the dimensions of culture. “In cultures where power distance is low and power

is shared equally among people at all levels of society, servant leadership may be more common. In

cultures where low humane orientation, serving leaderships may present more of a challenge (2015,

p.235). .

21. Distinguish between the following terms: leadership principles, leadership philosophies,

leadership approaches, leadership models, and leadership theories.

The leadership principles are ways leaders should behave, traits they should posses or the characteristics

of the leadership philosophy. The leadership philosophies are there to try to explain why we have

leaders. The leadership approaches are there to describe ways to use leadership philosophies and

principles to achieve outcomes. The leadership models are there to show you how to approach a theory.

The leadership theories are there to try to formulate why others are leaders and how others can try to

become leaders.

22. Explain the five servant leader behaviors in the Liden et al. (2008) model?

The five servant leader behaviors in the Liden et al. model are conceptualizing, emotional healing,

putting followers first, helping followers grow and succeed, and behaving ethically. Conceptualizing is

knowing the ins and outs of an organization so that one can think through complex problems.

Emotional healing is “being sensitive to the personal concerns and well-being of others” (Northouse,

2015, p.234). Putting followers first is prioritizing followers’ success over the leaders. Helping followers
grow and succeed is motivating and assisting followers in completing their goals. Behaving ethically is

doing the right thing (Northouse).

23. According to the most recent research, what specific leader traits are important to servant

leadership?

The most important specific leader traits that are important to servant leadership are humility, emotional

intelligence, and courage. However, servant leadership is not trait based rather it is behavior orientated.

24. How does servant leadership affect workers’ performance on the job?

Servant leadership affects workers’ performance on the job positively, studies in Spain showed that

salespeople’s performance and identity with the company was improved when managers displayed

servant leadership.

25. How does servant leadership foster self-actualization in followers?

Servant leadership fosters self-actualization in followers by leaders helping followers accomplish their

goals and aspirations. The behavior helping followers grow and succeed is correlated with helping foster

self-actualization in followers.

26. What are the strengths and criticisms of the servant leadership approach?

The strengths of the servant leadership approach are altruism is the main component which makes it

unique (Northouse); “leaders give up control rather than seek control” (2015, p.253); research shows

servant leadership is not right for all situations; research “identifies 7 distinct dimensions of the process”

(p.253). The criticisms of the servant leadership approach are the paradoxical nature could diminish the
value of the approach (Northouse), there is debate among scholars regarding the core dimensions of

process (Northouse); “a large sentiment of the writing on servant leadership has a prescriptive overtone

that implies that good leaders “put others first”” (2015, p.242), however it sounds utopian; doesn't

properly explain why conceptualizing is included in servant leadership (Northouse).

27. Complete the Servant Leadership Questionnaire. How would you assess your scores?

In the Servant Leadership Questionnaire, I scored high for emotional healing, moderate for creating

value, high in conceptual skills, moderate in empowering, high in helping followers grow and succeed,

high in putting followers first, and high in behaving ethically. I liked servant leadership because I feel I

fit more into this type of leadership rather than previously taught ones within the textbook. I believe

leaders and organizations should treat followers with value. My score made sense to me because the

areas I scored high in are leadership skills I like to think as strengths about myself; However, the areas I

scored moderate ones could use improvement.