EE 10 - Transformational Leadership PPT V13

TRANSITION FROM TRANSACTIONAL LEADERSHIP TO TRANSFORMATIONAL LEADERSHIP

25,000+ delivery hours

2,00,000+ leaders coached

175+ global clients

17+ years of contribution

120+ RoI based interventions

NIKET KARAJAGI Founder Director Certified Coach, MBTI and DISC Practitioner, International Saville Accreditation, Certified in ‘Psychology at Work’ and People Analytics

LEADERSHIP DEFINED from a corporate perspective

“To be able to lead others, a man must be willing to go forward alone.” - Harry Truman

“Leadership is influencing people to follow in the achievement of a common goal” - Harold Koontz and Cyril O’Donnel

“Leadership occurs whenever one person attempts to influence the behaviour of an individual or group, regardless of the reason” - Paul Hersey, Kenneth H.Blanchard

MIGRATION FROM transactional leadership to transformational leadership

Transactional leadership is based on exchange; in business, this is often financial rewards for productivity

Transformational leadership is a process of inspiring people to attain shared goals through recognizing individuals' needs, stimulating creative thinking, and aligning values between individuals and groups

Source: The Oxford Handbook of Leadership

NEUROSCIENCE OF LEADERSHIP

Schema is a cognitive structure that represents knowledge about a concept or type of stimulus, including its attributes and the relations among those attributes Schemas cause leaders to perceive their circumstances differently. A leaders behaviour is dictated by form and content of the schemas possessed

The distinction between different leadership styles stems from the schemas that each possesses

Source: Encyclopedia of Leadership

TRIARCHIC LEADERSHIP MODEL

 Social exchange relationship  Emerges from the aspirations and values of followers  Relationship of mutual stimulation involving an elevation of motivation and morality

Transforming Leadership

Transactional Leadership

 Economic exchange relationship (quid pro quo)  Does not conjoin leader and led in mutual pursuit of higher ideals

Source: yunuscentre.becker.edu

4 DIMENSIONS OF transformational leadership model

Lead by example and set the expectations

Encourage learning and growth

Idealized influence

Intellectual stimulation

Individualized consideration

Inspirational motivation

Coaching and empowering to success

Inspiring to go to new heights

Source: https://mondaymorningmusings.org

FULL RANGE OF LEADERSHIP model

Effective

Idealized influence

Inspirational motivation

Intellectual stimulation

Individualized consideration

Active

Contingent reward

Management by exception

Laissez-faire

Ineffective

Source: Bass & Avolio

PERSONALITY TRAITS OF transformational leader, Big 5

Extraversion

Neuroticism

Openness to experience

Agreeableness

Conscientiousness

Source: Bass & Avolio

CHARACTERISTICS OF positive and negative emotional attractors

Physiological

Greater parasympathetic influence Release of oxytocin and vasopressin associated with social bonding

Greater sympathetic influence

Release of epinephrine and norepinephrine to mobilize defences; release of cortisol

Increases pulse, blood pressure, and rate of breathing

Decreased blood pressure

Higher heart rate variability

Lower heart rate variability

Source: NCBI

CHARACTERISTICS OF positive and negative emotional attractors

Neurological

Task positive network (TPN is a network of areas in the human brain that typically responds with activation increases to attention demanding tasks in functional

Default mode network (DMN is a network of interacting brain regions known to have activity highly correlated with each other and distinct from other networks in the brain)

imaging) studies)

Neurogenesis

Inhibited neurogenesis

Emotional

Positive affect: hope, joy, amusement, elation

Negative affect: guilt, shame, defensiveness, fear, anxiety

Source: NCBI

CHARACTERISTICS OF positive and negative emotional attractors

Cognitive

Decreased executive functioning

Enhanced working memory and perceptual openness

Local attention

Global attention

Promotion focus

Prevention focus

Relationships

Performance orientation

Learning orientation

Dissonant (out of sync or distant)

Resonant (in tune with each other)

Source: NCBI

LEADERSHIP STYLE dissonant vs. resonant Dissonant leadership style is more concerned with reaching goals and growing the company It avoids democratic leading in order to keep things moving forward and avoid stalemates

Resonant leaders have a higher degree of emotional intelligence and a greater ability to connect It focusses on values and personal growth, which in turn builds loyalty and teamwork Show empathy, create harmony, motivate workers even in tense situations

Dissonant leaders are less influencing in times of stress

Leadership style The Pacesetter, The Commander

Leadership style The Visionary, The Coach

IPR belongs to Atyaasaa

LEADER AS A COACH

Builds relationships

Provides assessment and feedback

Challenges the thinking and assumptions

Supports and encourages

Drive results

IPR belongs to Atyaasaa

DEFAULT MODE NETWORK inherently correlated with task positive networks

Activity is suppressed when individuals engage in goal directed, task specific processing

Source: Fair and Raichle, 2007 Nature Review Neuroscience

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