Philippine Christian University

MMPA633_Transformative Governance
Jerson F. Pua

Subject: MMPA633_Transformative Governance

Name: Jerson F. Pua

Please answer/do the following:

1. Differentiate transformational leadership from transactional leadership. Give

the advantages and disadvantages of each. Which appeals to you better? Why?

- Transactional leadership is primarily based on processes and control, and requires

a strict management structure. Transformational leadership, on the other hand,
focuses on inspiring others to follow, and it requires a high degree of coordination,
communication, and cooperation.

The difference can be summed up as follows: transactional leadership looks at how to

get things done, and transformation leadership looks at how to motivate people to do
things.

Advantage Disadvantage
Transactional • Creates a sense of • Lack of focus on
Leadership fairness building relationships
• Easy-to-understand • Difficult to find rewards
system that motivate all
• Employees can see employees
their impact on the • Difficult to find rewards
business that motivate all
• Success is clearly employees
defined • No long-term vision
• Expectations and job • Poor leadership
roles are clear development
• Identify problem areas • Diminished creativity
or low-performing and innovation
employees quickly • Reduced collaboration
• Individual employees and communication
are motivated to between team
compete and succeed members
• Individual employees • Increased employee
are motivated to competitiveness and
compete and succeed conflict
• Too much focus on
short-term goals
• Leaders only give
feedback when

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 Philippine Christian University
MMPA633_Transformative Governance
Jerson F. Pua

Transformational • Employees are motivated
Leadership to do what is asked of
them
• Much easier to optimize
performance when
everyone is pulling in the
same direction, as all
people can see the big
picture and feel united in
a common cause
• Seeks to lower staff
turnover by making
people feel more
engaged and included
in the organization
• Positive impact of the
change "for the greater
good" and tells people
how they can contribute
to it
• Promotes Morale
through Better
Communication
• Gives employees a lot
of Freedom
employees are
unsuccessful
• Nothing can be
completed without the
leader’s approval
• Too conceptual and is
missing the task focus
that some employees
need to guide them as
they go about their
duties
• Carries a High Potential
for Abuse
• Problem with change is
that it becomes
disruptive if it happens
too frequently, and
detrimental if the leader
takes excessive or
unnecessary risks
• Requires a continuous
feedback loop
• Leaders lose power if
people disagree with
them

Looking at the definition and their advantages and disadvantages, I think

Transformational Leadership appeals to me better. As a leader, I always wanted to
have a harmonious relationship with my colleagues and bring out the best an individual
can offer to the organization. I always believed that each person in the organization
has a unique ability, skills, knowledge that they can impart to reach a common goal or
success of the organization.

2. Describe an ideal transformational leader. What do you think are the

characteristics of a genuine transformational leader?

-A transformational leader is willing to consider risks and what they might mean for the
future of the organization. If the benefits of an idea outweigh the risks, the leader must
be willing to pursue it further if it seems feasible. The leader also has to recognize
when the risk is too great, and a different approach is needed.

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 Philippine Christian University
MMPA633_Transformative Governance
Jerson F. Pua

Transformational leaders are constantly open to innovation wherever it may arise.

They constantly look for opportunities to do things differently and are always open to
new ideas, no matter where those ideas may present themselves.
They understand where people are coming from and convince them to step outside of
their comfort zone. Transformational leaders hear ideas with an open mind and
respond without judgment or finality. They commit to employing active listening
techniques so that their team members feel seen, understood and respected. With
these methods in place, they inspire others to share their thoughts without self-
censoring. It’s not enough for transformational leaders to request — or even inspire —
ideas. They also need to make their colleagues and team members feel bold enough
to share those ideas.

Transformational leaders must assume responsibility for each of their decisions,

including green lighting the ideas of others.

Characters of a genuine transformational leader includes the following but not limited
to:

• Openness to New Thinking

• Talent for Broadening Minds
• Commitment to Active Listening
• Tolerance for Intelligent Risks
• Willingness to accept responsibility
• Trust in Team Members
• Ability to Inspire Participation

3. Describe Bass’ Transformational Leadership Theory. Discuss each of the four

components of Transformational Leadership according to Bass. State the
insights and possible applications in your organization.

-The Bass Transformational Leadership Theory, Bass in other words, was interested
in the extent to which a leader influences followers. Followers go after a leader
because of trust, honesty, and other qualities and the stronger these are, the greater
loyalty they have for the leader. The leader transforms the followers because of her or
his having these qualities. Not only is the leader a role model but she or he exhorts
the following to challenging the existing order, the revolutionary being a stark example
of this. While the leader may have democratic motives in mind, s/he can assume a
Transaction Leadership style at the same time, directing the followers to do things.

Four components of Transformational Leadership according to Bass:

A. Individual consideration, where there is an emphasis on what a group

member needs. The leader acts as a role model, mentor, facilitator, or teacher
to bring a follower into the group and be motivated to do tasks.

Insights and possible applications in my organization:

Give employees a feeling of ownership in company goals and independence in
the workplace. Involves keeping lines of communication open, attending to the

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 Philippine Christian University
MMPA633_Transformative Governance
Jerson F. Pua

individual needs of employees, mentoring them and recognizing each person’s

unique contributions.

B. Intellectual stimulation is provided by a leader in terms of challenge to the

prevailing order, task, and individual. S/he seeks ideas from the group and
encourages them to contribute. learn, and be independent. The leader often
becomes a teacher.

Insights and possible applications in my organization:

Encourage the employees and emphasizing new experiences, new
opportunities, and innovative ways of thinking. Empowering employees to
constantly be learning and looking for and acting upon opportunities, rather than
playing it safe.

C. Inspiration by a leader means giving meaning to the follows of a task. This

usually involves providing a vision or goal. The group is given a reason or
purpose to do a task or even be in the organization. The leader will resort to
charismatic approaches in exhorting the group to go forward.

Insights and possible applications in my organization:

Impart a vision that is appealing and worthy to employees. That starts with
giving employees a strong sense of purpose and setting high standards and
expectations for achievement. With that, employees will now have a strong
sense of purpose and “mission mindset” to achieve their goals.

D. Idealized influenced refers to the leader becoming a full-fledged role model,

acting out and displaying ideal traits of honesty, trust, enthusiasm, pride, and
so forth.

Insights and possible applications in my organization:

Serve as role models for employees in every way. It includes modeling ethical
and socially desirable behavior, maintaining a dedication to work goals and
exhibiting enthusiasm about company strategy. Develop idealized influence
that are trusted and respected by employees to make good decisions. With this
trust, employees become followers who want to emulate their leaders and
internalize their ideals.

4. Should every organization adopt the Transformational Leadership Theory?

Why or why not?

-This question still depends on the Organization’s visions/goals/objectives whether or

not to adopt depending on the nature of the work and its applicability.

My personal opinion is that, as much as possible, we should take into account and
consider Transformational Leadership in every organization. We should remember
that we were born as human beings first before we were molded as workers in an
organization, thus, the health especially the mental health of each individual should be
taken into account. An organization should always promote a socially responsible and
healthy working environment.

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 Philippine Christian University
MMPA633_Transformative Governance
Jerson F. Pua

5. Is the Transformational Leadership Theory being used or adoptable in your

own work organization? Please elaborate. Cite instances of application.

-Yes, at my workplace, my Director leads by example as a Transformational Leader.

Whenever there are discussion, work that she instructs me to do, and decisions to be
made… she listens first and consider my ideas. She also lets me speak and
encourages me to be confident in imparting my ideas during meetings. She’s a type
of leader where she never insists on what she wants or what she thinks is good, rather,
she always considers others and listens to others ideas before she decides for the
common good of the Organization. With that, it inspires me to work harder and better
as well as adopting her good ways of managing work and colleagues.

6. Describe the three types of organizational changes according to Linda

Ackerman.

A. Developmental Change

Developmental change represents the improvement of an existing skill, method,

performance standard, or condition that for some reason does not measure up to
current or future needs. Metaphorically, developmental changes are improvements
“within the box” of what is already known or practiced. Such improvements are often
logical adjustments to current operations. They are motivated by the goal to do “better
than” or do “more of” what is currently done. The key focus is to strengthen or correct
what already exists in the organization, thus ensuring improved performance,
continuity, and greater satisfaction. The process of development keeps people vibrant,
growing, and stretching through the challenge of attaining new performance levels.

Developmental change is the simplest of the three types of change. In it, the new state
is a prescribed enhancement of the old state, rather than a radical or experimental
solution requiring profound change. Developmental change is usually a response to
relatively small shifts in the environment or marketplace requirements for success—or
simply the result of a continuous need to improve current operations (process
improvement). The degree of pain triggering developmental change is usually low, at
least in comparison to the other types of change. This does not mean that
developmental change is not important or challenging; it is. However, the risks
associated with developmental change, and the number of unpredictable and volatile
variables tied to it, are considerably fewer than with the other two types of change.

In developmental change, the gap between what the environment and marketplace
calls for and what currently exists is comparatively low. Consequently, the threat to the
survival of the organization is also low. This makes creating and communicating a
clear case for developmental change a far simpler matter than with the other two types
of change.

Leaders can best initiate developmental change through sharing information about
why the performance bar has to be raised and by setting stretch goals. When leaders

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 Philippine Christian University
MMPA633_Transformative Governance
Jerson F. Pua

challenge people to excel and provide them the resources and support to do so, this
usually produces the necessary motivation for successful developmental change.

There are two primary assumptions in developmental change. First, people are
capable of improving, and second, they will improve if provided the appropriate
reasons, resources, motivation, and training. The most commonly used developmental
change strategy is training—in new skills, better communication, or new techniques or
processes for accomplishing the higher goals. Leaders can use an assessment and
problem-solving approach to identify, remove, or resolve what has blocked better
performance. They can also use the existing goal-setting and reward systems to
improve motivation and behavior.

Developmental change applies to individuals, groups, or the whole organization and

is the primary type of change inherent in all of the following improvement processes:

➢ Training (both technical and personal), such as communications, interpersonal

relations, and supervisory skills;
➢ Some applications of process improvement or quality;
➢ Some interventions for increasing cycle time;
➢ Team building;
➢ Problem solving;
➢ Improving communication;
➢ Conflict resolution;
➢ Increasing sales or production;
➢ Meeting management;
➢ Role negotiation;
➢ Survey feedback efforts;
➢ Job enrichment; and
➢ Expanding existing market outreach.

B. Transitional Change

Transitional change is more complex. It is the required response to more significant

shifts in environmental forces or marketplace requirements for success. Rather than
simply improve what is, transitional change replaces what is with something entirely
different.

Transitional change begins when leaders recognize that a problem exists or that an
opportunity is not being pursued—and that something in the existing operation needs
to change or be created to better serve current and/or future demands. Once
executives, change leaders, or employee teams have assessed the needs and
opportunities at hand, they design a more desirable future state to satisfy their distinct
requirements. To achieve this new state, the organization must dismantle and
emotionally let go of the old way of operating and move through a transition while the
new state is being put into place.

Examples of Transitional Change

➢ Reorganizations;
➢ Simple mergers or consolidations;

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MMPA633_Transformative Governance
Jerson F. Pua

➢ Divestitures;
➢ Installation and integration of computers or new technology that do not require
major changes in mindset or behavior; and
➢ Creation of new products, services, systems, processes, policies, or
procedures that replace old ones.

C. Transformational Change

Transformational change is the least understood and most complex type of change
facing organizations today. Simply said, transformation is the radical shift from one
state of being to another, so significant that it requires a shift of culture, behavior, and
mindset to implement successfully and sustain over time. In other words,
transformation demands a shift in human awareness that completely alters the way
the organization and its people see the world, their customers, their work, and
themselves. In addition, the new state that results from the transformation, from a
content perspective, is largely uncertain at the beginning of the change process and
emerges as a product of the change effort itself. Therefore, the transformation litmus
test is found in these two basic questions:

1. Does your organization need to begin its change process before its
destination is fully known and defined?

2. Is the scope of this change so significant that it requires the organization’s

culture and people’s behavior and mindsets to shift fundamentally in order to
implement the changes successfully and succeed in the new state?

If the answer is “yes” to either of these questions, then you are likely undergoing
transformation. If the answer is “yes” to both, then you are definitely facing
transformational change.

In developmental change, simply improving current operations is adequate. In

transitional change, replacing current operations with new, clearly defined practices
suffices. But in transformational change, the environmental and marketplace changes
are so significant that a profound breakthrough in people’s worldview is required to
even discover the new state with which they must replace current operations.

In developmental and transitional change, leaders can manage the change process
with some semblance of order and control. They know where they are going and they
can plan with greater certainty how to get there. In transformation, the change process
has a life of its own and, at best, leaders can influence and facilitate it. If they attempt
to control it, they will stifle creativity and progress. The “order” of the future state
emerges out of the “chaos” of the transformational effort itself. Transformation, in fact,
is the emergence of a new order out of existing chaos.

Chaos, as used here, refers to the increasingly unstable dynamics of the organization
as its current form disintegrates and is no longer as functional as it once was. The
resulting new state is the product of both this chaos and the process that ensues to
create a better future.

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 Philippine Christian University
MMPA633_Transformative Governance
Jerson F. Pua

7. How do you intend to become a transformational leader? Illustrate at least 5

concrete examples or situations (Individual work).

My position now in the Office is Contract Management and Procurement Unit Head of
the Buildings and Special Project Management Cluster under Unified Project
Management Office of DPWH. And to become a transformational leader, I have
identified five key areas:

a) Building Trust - A transformational leader is somebody people genuinely want

to follow, thus, trusting that leader to take them somewhere that will bring them
benefits.

b) Acting with integrity - Transformational leaders articulate values as guiding

frameworks—to support people in the decisions and choices they are facing.

c) Encouraging others - Motivation is always key, but particularly in times of

uncertainty. Leaders can enable people by providing resources; helping to
educate people; and giving them confidence—not an empty confidence—but a
belief in their abilities based on coaching and development.

d) Innovative thinking - Encouraging people to think differently and challenge

perspectives—critical to effective decision making.

e) Coaching - Transformational leaders coach and develop others, enabling them

to learn and grow.

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