Transformational Leadership

TRANSFORMATION
AL
LEADERSHIP
NATIONAL SERVICE TRAINING PROGRAM
LEARNING
OBJECTIVES:
At the end of this module, the learners are
expected to:
1. Describe transformational leadership
2. Identify the characteristics of a leader
3. Express commitment to teamwork

OVERVIEW:
This module discusses transformational
leadership in which the leader inspires
the followers to perform well and
develop their own leadership potential.
HUMAN
physical,BEHAVIOUR
According to businessdictionary.com, human behavior is the capacity of mental,
emotional, and social activities experienced during the five stages of a
human being's life—prenatal, infancy, childhood, adolescence, and adulthood. It
includes the behaviors as dictated by culture, society, values, morals, ethics, and
genetics.
Encyclopedia Britannica (2012) states that human beings have a typical life
course that consists of successive phases of growth, each of which is
characterized by a distinct set of physical, physiological, and behavioral
features. These phases are prenatal life, infancy, childhood, adolescence, and
adulthood (including old age). Human development or developmental
psychology, is a field of study that attempts to describe and explain the changes
in human cognitive, emotional, and behavioral capabilities and functioning over
the entire life
MOTIVATIO
N
Motivation encompasses the internal and external factors that stimulate
desire and energy in people to be continually interested in and committed to
a job, role, or subject, and to exert persistent effort in attaining a goal. It
results from the interaction among conscious and unconscious factors such as
the;
(a) intensity of desire or need,
(b) incentive or reward value of the goal, and
(c) expectations of the individual and of his or her significant others.
MOTIVATIO
According to John Swindells (2012), motivation means the drive and ambition d to
N
achieve our goals. We all need that extra push at some stage of our life, whether it be
at work, in school, or home; or maybe to give up a bad habit or shed a few pounds. We
need motivation to get a job done and achieve a goal. Self-motivation can work for
some people. For example, if you are trying to lose some weight, just imagine how
you will look and feel when you can fit again in your smaller-sized clothes. An old
photograph of a similar you could help motivate you to keep going.
If you work in sales, it is important to stay motivated to achieve your targets in order
to earn cash bonuses or even promotion in addition to commission.
It is also easy to become de-motivated. For example, you may be way off your sales
targets and you realize there is no chance of reaching them, so you just give up.
Negative people can de-motivate you as well.
GOOD
LEADERSHIP
Leadership pertains to the qualities exemplified by a leader. It
also refers to acts of leading or the "process of social influence
in which one person can enlist the aid and support of others in
the accomplishment of a common task." It is often said that
some people are good leaders, while others are not. But what is
really the basis for judging one’s capacity to be a good leader?
From a follower's perspective, good leadership can be attributed
to qualities that make people follow a leader. It would be great
to have all these qualities, but not all leaders do.
CHARACTERISTICS OF A GOOD
LEADER
Here are ten essential characteristics of a good leader. Do you think
you possess them?
1. Vision
Good leaders know where they want to go and they can motivate
people to believe in their vision for their country, community, and
family. Good leaders view things as what they could be and not
simply as what they are.
LEADER
you possess them?
2. Wit
Good leaders can make sound judgments and decisions even during
crucial situations.
LEADER
you possess them?
3. Passion
Good leaders are very passionate and intensely obsessed in whatever
they are focused on, be it business, sport, or hobby.
LEADER
you possess them?
4. Compassion
Good leaders show compassion for their supporters and followers.
They possess exemplary coaching and development skills. While
these leaders have goals to accomplish, they can still consistently
care for their constituents. They are not selfish individuals who think
only about their own wants and needs. They have a heart for others.
LEADER
you possess them?
5. Charisma
Good leaders are captivating, charming individuals who tend draw

people toward them. It could be because of the way they talk or carry
themselves. They excel in building relationships and eliciting
performance from their groups.
LEADER
you possess them?
6. Communication Skills
Good leaders are usually great orators and persuaders, They can
express their ideas clearly and convincingly.
LEADER
you possess them?
7. Persistence
Good leaders are determined to attain their goals in spite of obstacles
and problems. They believe that the benefits of attaining their goals
outweigh the risks and hardships.
LEADER
you possess them?
8. Integrity
Good leaders mean what they say. They walk the talk, practice what
they preach, and keep they promises. They are reliable.
LEADER
you possess them?
9. Daring
Good leaders are bold, willing to take risks, and resolved to chase
their dreams amid the reality of fear and uncertainty. Winston
Churchill states that courage is the virtue on which all others virtues
rest.
LEADER
you possess them?
10. Discipline
Good leaders observe self-control and order. Where most people
would be easily distracted or dejected, good leaders manage to stay
focused and steady regardless of the situation.
John C. Maxwell (1999) says that a
leader should help people recognize,
develop, and refine the personal
characteristics needed to be a truly
effective leader, the kind of people
will want to follow.
THESE ARE SOME OF THE TRAITS OF THAT
LEADER.
1. Character
-is the quality of a person's behavior as

revealed in habits, thoughts and
expressions, attitudes and interests, actions,
and personal philosophies in life. Be a piece
of the rock. There are always two paths to
choose from: character and compromise.
Choose character.
LEADER.
2. Charisma
-is a special spiritual gift bestowed temporarily
by the Holy Spirit on a group or an individual
for the general good. It is an extraordinary
power in a person, group, or cause, which takes
hold of popular imagination and wins popular
support.
LEADER.
3. Commitment
-engages one to do something as a
continuing obligation. It is a state of
intellectual and emotional adherence to
some political, social, and religious theory
of action.
LEADER.
4. Communication
-is a two-way process of reaching mutual

understanding in which participants do not only
exchange (encode-decode) information but
create and share meaning. The meaning of
communication is in the response and not in
what is said or how it is said.
LEADER.
5. Competence
-indicates a sufficiency of knowledge and skills

that enable someone to act in a wide variety of
situations. It is the capacity of a person to
understand a situation and to respond to it
accordingly and reasonably. A core competency is
fundamental knowledge, ability, or expertise in a
specific area.
LEADER.
6. Courage
-is the quality of the mind that enables a person

to face difficulty and danger without fear. It
begins with an inward battle. It is making things
right, not just smoothing one's over. It inspires
commitment from followers. Life expands in
proportion to your courage.
TRANSFORMATIONAL
LEADERSHIP
Bernard Bass (1990) explains that transformational leadership is a
form of leadership that occurs when leaders broaden and elevate the
interests of their members, when they generate awareness and
acceptance of the purposes and mission of the group, and when they
stir their members to look beyond their own self-interest for the
good of the group.
Transformational leaders have a clear collective vision, and most

importantly they manage to communicate it effectively to all
members. By acting as role models, they inspire members to put the
good of the whole group above self-interest. They also stimulate
members to be more innovative, and they themselves take personal
risks and are not afraid to use unconventional (but ethical) methods
to achieve the collective vision.
TRANSFORMATIONAL
LEADERSHIP
This form of leadership goes beyond traditional forms of
transactional leadership that emphasizes corrective action and
mutual exchanges and rewards only when performance expectations
are met. Transactional leadership relies mainly on centralized
control. Managers direct most activities by telling each person what
to do, when to do and how to do it. Transformational leaders, on the
other hand, trust their subordinates and give them enough space to
breathe and grow.
TRANSACTIONAL AND
TRANSFORMATIONAL LEADERSHIP
Transactional leadership is based on power that makes use of rewards and coercion to deliver benefits to
members (patronage), or to force or instill fear as illustrated by colonization, vote buying, and similar
methods.
Transformational leadership or real leadership starts from the recognition of what the
members need and the steps toward achieving these, relating rewards to effort.
The leader acts as a role model. He or she lives out values, demonstrates personal
qualities, is approachable and accessible, and accepts pressure to perform. The leader
treats people as individuals and involves many in decision making, seeks to empower
and give maximum freedom, and is concerned to develop members collectively and
individually.
TRANSACTIONAL AND
Transactional leadership is based on power that makes use of rewards and coercion to deliver benefits to
members (patronage), or to force or instill fear as illustrated by colonization, vote buying, and similar
methods.
Transformational leadership or real leadership starts from the recognition of what the
members need and the steps toward achieving these, relating rewards to effort.
The leader acts as a role model. He or she lives out values, demonstrates personal
qualities, is approachable and accessible, and accepts pressure to perform. The leader
treats people as individuals and involves many in decision making, seeks to empower
and give maximum freedom, and is concerned to develop members collectively and
individually.
BEHAVIORS OF A TRANSFORMATIONAL
LEADER
1. Is articulate in compelling vision of the future
2. Uses stories and symbols to communicate his or her vision and message
3. Specifies the importance of having a strong sense of purpose and a collective
mission
4. Talks optimistically and enthusiastically and expresses confidence that goals
will be achieved
6. Engenders the trust and respect of his or her followers by doing the right thing
rather than simply doing things right
7. Instills pride in members
BEHAVIORS OF A TRANSFORMATIONAL
LEADER
8. Talks most about important values and beliefs
9. Considers the moral and ethical consequences of decisions
10. Seeks different perspectives when solving problems
11. Encourages members to challenge old assumptions and to think about problems in
new ways
12. Spends time teaching and coaching
13. Considers each individual member's different needs, abilities, and aspirations
14. Is compassionate, appreciative, and responsive to each member and recognizes
and celebrates each member's achievements
FOUR COMPONENTS OF
1. Charisma. The leader's charisma or idealized influence is envisioning and
confident and he or she sets high standards to be followed.
2. Inspirational Motivation. The leader's inspirational motivation provides followers
with challenges and meaning for engaging in shared goals and undertakings
3. Intellectual Stimulation. The leader's intellectual stimulation moves followers to
question assumptions and generate more creative solutions to problems.
4. Individualized Consideration. The leader treats each follower as an individual and
provides coaching, mentoring, and growth opportunities.
The qualities of transformational leadership can be found at different
levels: community, national, and even global communities; and in
various sectors of the society. The leaders are able to translate their
vision and commitment into institutional practice. Transformational
leadership is nonhierarchical and participatory in structure process.
It is characterized by high moral and ethical standards in each of the
aforementioned components.
The transformation of values, processes, and institutions would appear
as follows:
A. Transformation of values
✓ from power as dominion to power as liberation
✓ from war and conflict to peace
✓ from efficiency consideration to equality and equity (balance
between genders)
✓ from growth to sustainability
✓ from "winner-take-all norm" to sharing and caring
B. Transformation of processes
✓ from hierarchical to participatory
✓ from corrupt to clean
✓ from secretive to transparent
✓ from burdensome to empowering
C. Transformation of institutions
✓ from bureaucratic to egalitarian, responsive, and accountable
Moving from transactional leadership to transformational leadership requires a shift in
leadership functions.
1. People are taking more responsibility for own decisions. This situation requires the
leaders to provide conditions for creativity and develop fewer levels of leadership-
flatter structures.
2. Leaders concentrate on strategy to help people respond to the changing world.
In this context, transformational leadership is critical for an organization. The primary
leader needs to come from the members. Leadership cannot be left to the executives.
The organization must grow their own leaders.
Transformational leadership has three types of functions: task functions, team
functions, and individual functions. There has to be balance among the three
functions.
1. Transformational leadership and task functions

✓ Defining the tasks— involves others
✓ Making the plan— involves others
✓ Allocating the tasks—involves others rather than the leader giving out tasks
✓ Controlling the tasks—uses peer pressure and self-control rather than being
disciplinary
✓ Checking the performance—more self-management transformational
approach
✓ Adjusting the plan—with group review
2. Transformational leadership and team functions
✓ Setting the standards—involves the group
✓ Enforcing discipline
✓ Promoting team spirit
✓ Encouraging and motivating
✓ Developing sub-leaders
✓ Communicating with the group—has to be open and honest
✓ Training—lifelong learning process everyone needs to undergo
3. Transformational leadership and individual functions
✓ Attending to personal problems
✓ Praising individuals, enhancing confidence
✓ Giving status pride
✓ Using abilities of the people within the organization—training as a
continuing process
✓ Involving individual in decision-malting processes
LEADERSHIP DEVELOPMENT
Develop a pool of leaders
✓ find people with basic leadership qualities
✓ widen the "catchment area"
✓ assure a democratic process
Provide knowledge and skills
✓ build leaders' personal capacities
✓ recognize this as a lifelong process
Support active leaders

✓ actively support leaders continuously and not to place them in the position
and leave them there.
There has to be awareness of the framework through which transformational
leadership must operate, emphasizing that an active and informed membership is
critical for effective leadership.
A leader has wholehearted faith and belief in the rightness of a cause. A leader
shows his or her full support to an organization indirectly tells the members to do
same.
1. A leader should be energetic, sympathetic, friendly, and understanding to

ensure the enthusiastic cooperation of followers.
2. He or she should have confidence in knowing and doing his or her job to gain
the confidence of followers.
3. He or she should be an example to followers

SEVEN HABITS OF HIGHLY EFFECTIVE
PEOPLE
Adapted from Seven Habits of Highly Effective People, by Stephen Covey (2007).
1. Be Proactive. Proactive means being able to take responsibility for your life.
You have the freedom to choose your behavior and response to stimuli. Use your
creativity and have some initiative. You are the one in charge.
2. Begin with the end in mind. Know where you want to go. When making plans
and decisions, see to it that the time and effort that will be spent conforms to what
you want to achieve. Envision your goal and make it happen.
PEOPLE
3. Put first things first. Practice self-management. Know your priorities.

4. Think win-win. Look at life as a cooperative arena, not a competitive one. Enter
agreement or make solution that are mutually beneficial and satisfying to both parties.
5. Seek first to understand, then to be understood. A saying goes, "The best way to
understand is to listen. “The practice of empathy governs this habit. It is about putting
yourself on the shoes of the other person. By listening to his or her explanation, only then
can you evaluate, probe, give advice, and interpret the person's feelings.
PEOPLE
6. Synergize. The whole is greater than the sum of its parts. More tasks can be done if all
things within reach are maximized and utilized. Synergize is the habit creative cooperation.
Better results can be produced as a group than individuals.
7. Sharpen the saw. What you have learned a couple of years back will have become
outdated. Many things evolve and develop so fast that you need to update through various
food-for-the brain resources. A sense of humor is vital to relieve tension and boredom as
well as to defuse hostility. Effective leaders know how to use humor to energize his or her
followers. Humor is a form of power that provides some control over the work
environment even as it fosters camaraderie.
TEAMWORK
Teamwork is the process of working collaboratively with a group of people in
order achieve a goal. It is often a crucial part of a business as it is often
necessary for colleagues to work well together and try their best in any
circumstance. Teamwork means that people will try to cooperate by using their
individual skills and providing constructive feedback, despite any personal
conflict between individuals. Teamwork brings people together for a common
purpose or goal and subordinates the needs of individuals to the needs of the
group. Many management gurus define team as a group of individuals
passionately committed to their end goal. When groups have common goals,
teamwork is vital to success.
TEAMWORK
Teachers expect teamwork among students, employers expect employees to
function effectively as a team, and most organizations convene teams to handle
problems or projects. Therefore, it is important to learn teamwork even if you
prefer to work independently.
What does teamwork look like in action? Basically group members focus on
the goal. They put aside individual differences and petty grievances to get the
job done. They show passion for the project and each contributes to its success.
TIME MANAGEMENT
Time management is about arranging, organizing, and budgeting time for better
productivity. In our busy world, it's become crucial for everyone, not just
business leaders. Planning ahead and organizing your space are key. Listing
every activity helps prioritize and trim down tasks. Keeping a schedule is
important, but so is allowing time to live and relax. Balance is key in effective
time management.
DECISION MAKING
Decision making is a process that involves selecting the most
logical choice from among two or more options. For example:
deciding whether to move to a new apartment, to live with in-laws,
or stay in the same apartment. Making a decision is instrumental in
survival and prosperity of human beings. The right choice is what
sets an average individual from the rest. Although the ability of
making the correct decision within a short span of time is a highly
valued trait, we cannot simply follow a set of patterns when
deciding on a course of action at all points of time. There are
different types of decision making that we all resort to depending
on the situation at hand.
DECISION MAKING
Consider the following in decision making:
1. Identification of alternative solutions
2. Evaluation of possible options to determine which one meets
objectives
3. Selection of the best option after in-depth evaluation
INVOLVEMENT IN DECISION
MAKING
Every group has to make a decision at one time or another and all the members have to
make a commitment to choose the best option available. The following are the different
types of involvement in making decisions:
1. Consensus or agreement involves compromising various possibilities after all opinions

have been heard. Disagreements and minority viewpoints are discussed fully. Everyone
feels free to express themselves. This method helps build understanding, unity,
cooperation, and commitment.
2. Majority voting is considered the most effective way to make a decision. However, one
may lose the interest or loyalty of the minority who voted against the decision, especially
if they feel their side was not heard.
MAKING
3. The minority is not consciously organized, but a few powerful personalities dominate
the group, often unconsciously. These people later wonder why the others are apathetic.
4. The silent consensus of some groups leads to unanimous decisions. This type of
involvement in decision making is rarely used on important issues. Unanimous agreement
is sometimes assumed when some members do not want to disagree and have chosen to
stay silent.
MAKING
5. The clique is a small group who plans beforehand to get their way in decision making.
Because they are better organized than those who disagree, they are often successful on an
immediate issue, but they bring a spirit of rivalry, rather than cooperation, to the group.
6. The handclasp happens when one person makes a suggestion and another commends it.
Without further discussion, the matter is decided. Resentment, however, surfaces later on.
MAKING
7. The one-person decision is quickly made, but later when the decider needs free or
voluntary support from others to implement the decision, he or she might find trouble
getting it.
8. The plop occurs when a group makes a decision by not making a decision at all.
Someone makes a suggestion, but it is dropped like a stone and no one pays any attention
to it.
DIFFICULTIES IN DECISION
MAKING
1. Fear of consequences brings division and disagreement.
2. Conflicting loyalties of one person as member of different groups frequently leads to
divided loyalties about decisions.
3. Interpersonal conflicts and personal differences evoke various feelings among members,
which interfere with sound decision making.
4. Hidden agenda or secret motive can hinder decision making for reasons a member does
not share with the group.
DIFFICULTIES IN DECISION
MAKING
5. Blundering methods include using rigid procedures that there is little chance for
expression of differences, substituting personal opinions for adequate information, and
a free
disregarding proper consultation or consensus.
6. Inadequate leadership restricts the expression of opinions and discussion on issues.
Leaders fail to provide assistance in selecting appropriate methods for decision making or
are insensitive to the factors that cause difficulty in the group.
7. Clash of interest occurs when different groups or individuals within an organization
have opposing interests.
CONCLUSION:
Transformational leadership is an
organizational system framework that
influences people to come together around a
common vision. One of the marks of a good
leader is the ability to listen, learn, and lead
his or her followers toward the attainment of
goals. He or she is adept in teamwork, time
management, and decision making.

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TRANSFORMATION

1. Describe transformational leadership

2. Identify the characteristics of a leader

3. Express commitment to teamwork

Good leaders are captivating, charming individuals who tend draw

-is the quality of a person's behavior as

-is a two-way process of reaching mutual

-indicates a sufficiency of knowledge and skills

-is the quality of the mind that enables a person

Transformational leaders have a clear collective vision, and most

1. Transformational leadership and task functions

Support active leaders

1. A leader should be energetic, sympathetic, friendly, and understanding to

3. He or she should be an example to followers

3. Put first things first. Practice self-management. Know your priorities.

1. Consensus or agreement involves compromising various possibilities after all opinions

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