TRANSFORMATIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP

1. Foreword

   • In order to discuss, analyze and be able to conclude certain unknowns that still exist in the face of transformational leadership, a group of academics met and began asking the following questions: Was Hitler a transforming leader? Can a person be a transformational leader without charisma and virtue? Can the effects of transformational leadership be achieved without charisma and virtue in a leader?
     • After 3 days of intense debate Burns came to a great conclusion: From his perspective, the term "leadership" should be reserved for the forces of good, and other terms such as "tyrant", "despot", etc. They should serve as descriptors for other normative behaviors
       • Why so much interest in transformational leadership?
         • because this is responsible for the motivation and positive development of the followers, represents a more attractive vision of leadership compared to the apparently "cold" and is basically the process of social exchange of transactional leadership.
       • In the introduction the author makes us see that the leadership is not born only from the highest levels, but also can be created at a lower level with the simple initiative of improving or giving a new direction to the situation and for this use two examples
         • Carly Fiorina was the executive director of Hewlett Packard (HP) since 1999, a hard-working woman with a great collective leadership that she was not afraid to inject and with the aim of generating more profits and a greater stature for HP decided to unite with Compaq, although for many this was a success for others not so much.
         • At midnight on September 18, 1996, a North Korean submarine found itself stranded in low water off the east coast of South Korea, Lee Jin Gyu, a simple taxi driver who was transporting a passenger, notices the insidetente so large that this causes and decides to notify the local police this notifies the army in order to give a solution to the problem, the army refuses to collaborate and the insider is not located in their area, despite this the taxi driver is still looking for a solution and communicates to another area of the army for someone to give prompt solution to the incident
         • THE TRANSFORMATIONAL MODEL OF LEADERSHIP
           • This is about training followers and paying attention to their individual needs and personal development, helping followers develop their own leadership potential. Transformational leadership is in some way an expansion of transactional leadership.
             • Transactional leadership is basically the exchange that takes place between leaders, colleagues and followers. politicians, for example, lead by "exchange one thing for another: jobs by votes, or grants for campaign contributions
             • A critical concern with transformational and charismatic leadership theories involves what many call the dark side of charisma: those charismatic leaders who use their skills to inspire and lead the followers to destructive, selfish and even evil ends.
               • The international leaders that caused havoc, death, and destruction in thousands and even millions: Adolf Hitler, Pol Olla, Josef Stalin, Osama Bin Laden. But these leaders are those that can be called pseudotransformational. They exhibit many elements of transformational leadership (particularly the charismatic elements). but they have personal, exploitative and self-aggrandizing motives.
                 • It is known by experts that there is more than one type of leadership todps focused on different purposes and using different capacities these components can be measured with the Multifactor Leadership Questionnaire (MLQ). Factorial analytical studies of Bass (1985)
                   • Management by exception (MBE). This corrective transaction it tends to be more inefficient than the contingent reward or the components of transformational leadership. The corrective transaction can be active (MBE-A) or passive (MBE-P). In active MBE, the leader makes arrangements to actively monitor deviations from the standards, errors and errors in the follower assignments and take corrective action as necessary. MBE-P involves waiting passively for deviations, errors, and errors to occur and then take corrective action. Active MBE may be necessary and effective in some situations, such as when security is paramount in importance.
                     • An example of a laissez-faire article is "The Leader avoid getting involved when important issues arise. " Fundamental to the FRL model is that each leader shows each Style to a certain amount. The image shows an optimal profile. The third dimension of this model (depth) represents how often a leader
                       • The effectiveness of transformational leadership There is a broad and growing body of evidence that supports the effectiveness of transformational leadership on transactional leadership and the other components in the full-range leadership model.
                         • of transformational leadership, in the upper part, followed by compensation contingent, then active and passive management by exception, respectively; with laissez-faire leadership at the bottom as a style in general proving to be ineffective.
                           • Transactional leadership can be either direct or participatory.
                           • A crucial element in the conception of the transformational leadership of James MacGregor Burns was his firm conviction that to be transforming leaders had to be morally uplifting
                             • The leader can achieve both personal gains and enrich the followers. An example is Bill Gates, whose Microsoft Corporation is regularly Considered one of the best companies to work for and a company that turned many of its employees into millionaires through generous stock options. It is important to keep in mind that for most leaders it is not clear. Being personalized or socialized is usually a matter of degree, being more or less self-esteem or self-esteem in one's actions (Bass, 1998b).
                             • In recent years, scholars have begun to examine the relationship between transformational leadership and ethical leadership behavior or perceptions of authenticity of the leader. For example, a study examined the relationship between transformational leadership and the perceived integrity of New Zealand managers, according to the qualification of subordinates, peers and superiors (Parry and Proctor-Thompson, 2002).
                               • In conclusion this book reviews theory and research on transformational leadership. giving us a perspective of how it is born and its variables, also of the relationships that this has with the current industry.

2. The study of leadership has many mothers, but it was Bernie Bass who became his driving force. In this new edition of Transformational Leadership brings new substantial discoveries, consolidates and conceptualizes the previous work and gives life to the leadership work with authors such as leadership academic and social psychologist Ron Riggio.