New leadership paradigms

Week 9, Friday

Psychology 360
Outline
I. A paradigm shift
II. A theory of transformational leadership
III. The four “I” model
IV. Examples and a framework
A paradigm shift
paradigm = an accepted explanation of agiven phenomenon
paradigm shift = old paradigms challenged by new paradigms
a paradigm shift is occurring in leadership theory
Old leadership theory
“leadership in practice”
emphasis on uncovering secrets of leadership
translate these secrets into everyday experience (vis the Managerial Grid)
New leadership theory
“transformational leadership”
emphasis on understanding exceptional leaders
understand why visionary/charismatic leaders are able to change their organizations
Bass’ theory of transformational leadership
leaders transform followers from focus on self-interest to focus on collective interest
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
Idealized influence (charisma)
behaviors
emotional appeal to hopes and desires of followers
action oriented, i.e., meet crises "head on"
communicate shared goals
processes
match followers’ idealized expectations
followers make positive attributions about the leader’s performance
Inspirational motivation
behaviors
provide or invoke symbols that justify actions
model values in everyday actions
present optimistic and attainable view of the future
processes
increase the intrinsic value of effort by followers
increase commitment to the collective
alter the salience of information attended to by followers
Intellectual stimulation
behaviors
challenge the status quo
champion change
espouse creative deviance
processes
respected leaders have latitude to to pursue innovation, vis “idiosyncrasy credits”
dissonance reduction, vis if followers like a leader they will justify acceptance of the leader's ideas in terms of their acceptance of the leader
Individualized consideration
behaviors
personally interested and concerned about individual followers
bring out the best in followers
promote followers’ self-development
processes
need fulfillment by followers, vis self-actualization needs
followers form attainable goals and can monitor progress toward accomplishing these goals
While watching the video examples
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”
After watching each example
put checks next to each “I” you observed
put checks next to each specific behavior you observed
Applying the four “I’s”

Copyright © 1996, The Regents of the University of Michigan, All rights reserved.
Revised - November 4, 1996