Wednesday, October 29, 2008

Transformational and Transactional Leadership Styles

Based on my observations I believe that the most widely used leadership approach is an amalgamation of both transformational and transactional leadership. Individually they incorporate different perspectives and tactics but when used in concert or in alternating fashion they can produce an approach that is similar to the (FRLT), full range leadership theory, which encompasses transactional, transformational, and laissez-faire leadership theories. Leadership literature seems to tout that leadership has matured from transactional to transformational (Avolio & Yammarino, 2002). However, alternative assertions state “the best leadership is both transformational and transactional”, and that “transformational leadership augments the effectiveness of transactional leadership, it does not replace transactional leadership” (Walsman, Bass, & Yammarino, 1990). “While the transactional style may be the most prevalent, it produces results that may not be as high as with the transformational style” (Homrig, 2001). Therefore, when using both styles simultaneously, the results produced incorporate the best of both approaches. According to research conducted by Crawford (2005), transformational leaders are found to be more successful over many organizational constructs. In additional research using optimism as a control variable, Harland et.al (2004) evaluated the relationship between leader behavior and subordinate resilience and found that there was greater resilience with the group led with the dimensions of transformational leadership as opposed to the transactional style. These results further bolster research by Bass (1990, 1998) that leadership style impacts and enhances employees’ abilities to cope with stress and adversity. Moving ahead there will be much more research done to reveal more of the underpinnings of each of these different leadership approaches and how they ultimately affect followers and organizational performance. Leadership is about relationships and with more and more focus on the emotional aspects and emotional effects of leadership and the trickle-down effects to followers it seems as though the focus is honing in on transformational leadership as the paramount approach and it will become more widely employed as the global norm.

Avolio, B. & Yammarino, F., (2002). Transformational and charismatic

leadership: The road ahead. Retrieved September 9, 2008 from

https://mycampus.phoenix.edu/secure/resource/resource.asp.

Bass, B. (1997). The Ethics of Transformational Leadership. Kellogg

Leadership Studies Project, Transformational Leadership Working

Papers, The James MacGregor Burns Academy of Leadership.

Retrieved September 9, 2008.

Crawford, C. (2005). Effects of transformational leadership and organizational

position on knowledge management. Journal of Knowledge

Management, 9(6), 6. Retrieved September 9, 2008 from

http://www.apollolibrary.com/ERRNew/ElectronicReserveReadings.asp.

Harland, L., Harrison, W., Jones, J., Reiter-Palmon, R., (2004). Leadership

behaviors and subordinate resilience. Journal of Leadership &

Organizational Studies, Vol. 11, Iss. 2; pg. 2, 13 pgs. Retrieved

September 9, 2008 from

http://proquest.umi.com/pqdweb?did=789855131&sid=5&Fmt=4&client

Homrig, M., (2001). Transformational Leadership. Retrieved September 9,

2008 from http://leadership.au.af.mil/documents/homrig.htm.

Courage, Risk, and Leadership

There is "a significant amount of risk..inherent in attaining greatness" (Eden, 2008). I also believe the words of Warren Bennis in stating, "there's no such thing as a safe risk..that's an oxymoron..all courage is a risk". Without courage and risk, we would not have leaders. I can appreciate your experience and your stance with regards to leadership and management and how important courage is as a leadership trait. I would agree that people in management are either on their way toward a higher position or they have reached their pinnacle. I do believe that courage plays a large part in whether they will continue to rise or plateau. "The word courage comes from the French word for heart, coeur, meaning the ability to stand by one's heart or to stand by one's core" and those with courage possess a restlessness, vivaciousness, and brazenness about them that separates them from the pack and allows them to exhibit potential greatness (Lasley, 1999). Developing courage encompasses facing fears, exploring vulnerabilities, leaning into or toward risk, celebrating failure, and to continue to take action without ceasing (Lasley, 1999).
Reference
Lasley, M. (1999). Courage is the Foundation of Leadership. Leadership that Works. Retrieved September 16, 2008 from http://www.leadershipthatworks.com/Articles/Courage.htm.

Theory X and Theory Y Leadership

I am a Theory Y leader. I believe that ruling with fear is an old construct that can be situationally useful and I understand that there are some that respond to an autocratic style of leadership. On the whole I believe that Theory Y leadership promotes a healthier environment for subordinates and the quality of work is higher as is their commitment to the job. I believe that people many times project onto others their beliefs; if someone does not like work and needs to be coerced to work they may believe that others will feel the same and use an authoritarian style of leadership (Theory X). I can attest to this projection theory, and as I know that we are all different, however, I would like to believe that others take pride in their work as I do, or have that potential under a nurturing, motivational, empowering, participative leadership style (Theory Y) to enjoy what they do and have a desire to do it well. I believe that the style of leadership one uses is a reflection of their psychological developmental roots and the attachment theory which creates a balance between attachment and exploration (Avolio & Yammarino, 2002). The blending of genetic origins and childhood experiences begins to form personality as well as emotional and leadership development (Avolio & Yammarino, 2002). Avolio and Yammarino (2002) posit that secure and avoidants seek out leadership roles. I believe that even though leaders may use several types of leadership that the one each leader would claim as their preferred method or style would reflect upon whether they fit into the secure (bold in explorations, relying upon themselves and others) which would fit with the Theory Y form of leadership or avoidant (no confidence that they will get what they need, tend to be self-sufficient without support and devalue attachment behaviors and feelings) which would fit closer to the Theory X.

Reference:

Avolio, B. & Yammarino, F., (2002). Transformational and charismatic

leadership: The road ahead. Retrieved September 17, 2008 from

https://mycampus.phoenix.edu/secure/resource/resource.asp.

Neohumility, the New Humility and How it Pairs with Leadership

"The condition of humility is not arrogant or prideful; it is down to earth, patient, compassionate, concerned and authentic in its sincerity" and "leaders with humility act with modesty and restraint" (Lawrence, 2006). I agree that it is a delicate balance between strength and humility without it coming across as weakness which is one of the negative connotations associated with humility. The followers who see the traid of humility as weakness and take advantage are not aware of the "gift" of humility that was bestowed upon them. Much like casting your pearl upon the swine as was written in the Bible. There is now a new term, "neohumility" that has been coined to reflect the "new humility" in leadership and business today. "Neohumility," is "humility without weakness and transformed to fit the business world" as it seeks to operationalize "neohumility and includes characteristics such as self-awareness, valuing others' opinions, willing to learn and change, sharing power, having the ability to hear the truth and admit mistakes," and works to create a "culture of openness where dissent is encouraged in an environment of mutual trust and respect" (Lawrence, 2006). Morris et al (2005) defines authentic humility as "neither self-abasement nor as overly positive self-regard" and he outlines three dimensions of humility: self-awareness, openness, and transcendence (Lawrence, 2006). "Pride is concerned with who is right. Humility is concerned with what is right" (Ezra Taft Benson, nd).
Reference:

Lawrence, P.G., (2006). Neohumility and Business Leadership: Do they belong together? Retrieved September 21, 2008 from http://cda.morris.umn.edu/~lawrenpg/leadership.pdf.

The Role of Reflection Enhancing the Innovation Process

The only thing that remains constant in life and business is change and change takes work, time, and effort. It can be painful, powerful, or positive, or a twisted combination of them all. Life is transitioning from change to change to change…..and reflection enhances the change process in big and small ways. It allows us to examine the process by which everything is connected. To scrutinize organizational essence in regards to the human element with relationships as well as the mechanistic processes (laws, rules, and procedures) that exist in connection with the human factor. We must take risks, face our own issues, and embrace our own evolution in an ever-evolving environment. Breaking everything down and looking behind the scenes allows us to see things with a new perspective and to begin to create a shift in the way we observe the “whole” and the way we think about problems and about solutions. “Seeing the interplay between system dynamics and individuals is a dance of discovery that requires several iterations between the whole and its parts” (Wheatley, 2003, Ch. 28) Reflection allows us to look closely at the world around us and how we fit into that world, but most importantly at ourselves and how we can change, progress, better ourselves, our efforts, and our effectiveness. We need to beware however of the “incongruity of asking for change in others while failing to exhibit the same level of commitment” ourselves (Quinn, 2003, Ch. 29, p. 519). “One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment” and we cannot begin to change for the future without looking at, pondering, and reflecting upon our past (Quinn, 2003, p. 522). Gandhi said it best, “be the change”.

Wheatley, M.J. (2003). Change: The Capacity of Life, Chapter 28. Business Leadership: A Jossey-Bass reader. Retrieved September 23, 2008 from https://mycampus.phoenix.edu/secure/resource/resource.asp

Quinn, R.E. (2003). The Fear of Change and Why Risk is Necessary, Chapter 29. Business Leadership: A Jossey-Bass reader. Retrieved September 23, 2008 from https://mycampus.phoenix.edu/secure/resource/resource.asp

Cultural Nuances and the Optimization of Innovation

Altering organizational culture is “a means to achieving greater managerial control or enhancing organizational performance” (Hatch, 2004, p. 2) Cultural change is a large piece within the entire puzzle of change. Change cannot take place within any environment unless the culture therein is changed. Culture is “a pattern of fundamental assumptions developed by the organization for dealing with problems of internal and external adaptation (Schein, 1985, 1996)” (Gilkey, 1999). Incorporating everyone into change is critical for the success of change. “Policies can go only so far in changing the culture of an organization” there needs to be a focus on organizational structure, and what barriers exist to teamwork, efficiency and productivity (Paslidis, 2008). Within change there is both chaos and stability. “One key to unlocking the dynamics of organizational culture is to understand that, at a given moment, culture is changing only in parts, other parts remain stable” (Hatch, 2004, p.8). Herskovits (1964) stated that “the broad stream which comprises any culture has varied currents, of which now some, now others will be more rapid” (Hatch, 2004), p. 8). The interior of an organization has its culture in the form of a stream and the exterior of an organization has its culture in the form of an ocean. The ocean is constantly providing a source to the stream and so the constant flow of culture and change is never ending always influencing one another and forcing adaptation and innovation to occur.

Reference:

Gilkey, R.W. (1999). The 21st century health care leader. San Francisco: Jossey-Bass.

Hatch, M.J. (2004). Dynamics in Organizational Culture. New Direction in the Study of Organizational Change and Innovation Processes. New York: Oxford University Press. Retrieved September 24, 2008 from http://www.commerce.virginia.edu/faculty_research/Research/Papers/Hatch_Dynamics_Organizational_Culture.pdf.

Paslidis, N.J. (2008). Wake-up call leads to organizational transformation. Physician Executive, 34.4 (July-August 2008): p. 28(5). Retrieved September 24, 2008 from Gale PowerSeach.

Social Responsibility and the Innovation Process

The impact of social responsibility in the innovation process is huge. Today, more than ever, as our boundaries vanish globally and our actions have a ripple affect across an infinite expanse, we need to be aware of how everything we do impacts other lives, businesses, and our environment. “With organizations, economies, and entire societies increasingly interconnected, our actions affect (and are affected by) others, often literally a world away” (Senge, 2003). Gebler (2006) posits that there are 7 levels on which ethical organizations operate: 1) financial stability, 2) communication, 3) systems and processes, 4) accountability, 5) alignment, 6) social responsibility, and 7) sustainability. Gebler (2006) also states that successful organizations “operate across the full spectrum with particular focus in the upper levels of consciousness-the common good-accountability, leading to learning and innovation” (Gebler, 2006). All of these constructs are created by nurturing an ethical organizational culture which starts with leadership that has a “cascading effect from higher level leaders to lower level leaders due to modeling effective behaviors, hiring others with similar behaviors, and behaviors being reinforced by the organization (Bass, Waldman, Avolio, & Bebb, 1987) (Tucker & Russell, 2004).

References:

Gebler, D. (2006). Creating an ethical structure. Strategic Finance. May 2006, Vol. 87, Iss.11; p. 28.

Senge, P.M. (2003). Creating desired futures in a global economy. Reflections. Vol. 5, Iss. 1. Retrieved from Ebscohost October 1, 2008.

Tucker, B.A. & Russell, R.F. (2004). The influence of the transformational leader. Journal of Leadership & Organizational Studies (Baker College). Spring 2004, Vol. 10, Iss. 4; p. 103-111.

If we fail to plan, We plan to fail

I know we have all heard the phrase "if you fail to plan, you plan to fail". It just automatically comes to mind when thinking of business plans and failure. Learning from failure is probably some of the best learning because it brings "in your face" experience that we probably didn't want but will enrich our future decisions to know better next time. The four stages of the business life cycle includes introduction, growth, maturity, and decline. When maturity is hitting, this is the time to begin to re-strategize about renewing the vitality of the business so that failure is not the end result of decline. "According to Scott Clark of the Puget Sound Business Journal, the majority of the causes can be condensed into three "Ms" of business failure; Money, Management and Marketing" (Holland, 1998). Planning ahead in business and being prepared for failure is one of the best ways to avert it and if we can frame failure as an opportunity to learn then we can more confidently step out to take risks that have the potential for success.
Reference:
Holland, R. (1998). Planning against a business failure. Agricultural Development Center. October 1998. Retrieved October 6, 2008 from http://cpa.utk.edu/pdffiles/adc24.pdf

Failure and Innovation

“The more you fail, the more you succeed” (Kotelnikov, 2008). I personally believe that failure is the foundation to success and innovation. One never knows what genius lurks in the cloak of failure waiting to be unveiled. “Failure provides great learning opportunity and should be viewed as a very lifeblood of success” (Kotelnikov, 2008). Within an innovative organization, new ideas might sound crazy but “it takes a great many silly ideas to spawn one viable one, and ..in the early stages there is no way of telling the silly idea from the stroke of genius” as they “both look equally impossible or equally brilliant” (Denning, 2005). Alfred Sloan the success maker of General Motors says, “life itself is a process of trial and error…and those people who make no mistakes are those who make nothing”. My husband and I had a successful contracting business for 11 years and as a result of many factors including hurricanes, structural damage, and dwindling liquid capital, our business went down in December of 2005. Many factors in this equation were out of our control but I take full responsibility for making poor choices, bad decisions, and having bad judgment which all equaled demise in the end. This was a huge personal and professional failure. These times of failure create defining moments that challenge us in deep ways and they “form, reveal, and test” us (Badaracco, 2003). These defining moments produce critical opportunities for self-inquiry that allow us to refocus our core values and principles, birthing a renewed sense of purpose, and crafts an authentic and strong identity based upon an understanding of our experiences and what is right (Badaracco, 2003). I learned so much from this experience about myself amidst this failure and how to approach future business. We now have another contracting business and it was from valuable lessons of past failures that we can have better judgment today and make more seasoned choices that produce better outcomes. Failure contains encapsulated lessons to be learned about myself, life, and business and creates opportunities to learn, change, and grow. It is difficult to make a comeback, but I would not trade the experience and lessons I have gained for easy success on any given day. It is through reflective efforts and vigilant scanning that I am able to move forward with confidence knowing that failure is vital to the learning process, the innovation process, and to personal and professional success.

References:

Badaracco, J.L. (2003). The Discipline of Building Character. Chapter 19. Business Leadership: A Jossey-Bass reader.


Denning, S. (2005). Transformational Innovation: A journey by narrative. Strategy & Leadership. Vol. 33, Iss. 3; p. 11.

Kotelnikov, V. (2008). Freedom to fail. The Highway to Success. Retrieved October 2, 2008 from http://www.1000ventures.com/business_guide/crosscuttings/failure_freedom.html

Stress and the Job

Leaders can create a less stressful workplace via supportive leadership style and mentoring constructs. Additionally, stress may be allayed via effective communication, increasing efficacy expectations, clarifying performance expectations, developing supportive group relationships which bolster social support and providing career developing opportunities (Sosik & Godshalk, 2000). Sosik and Godshalk (2000) found that the transformational leadership style incorporates traits such as individual consideration which support the mentoring construct and has been found to abate job-related stress. Job-related stress is often a function of individual perception of their environment and what meaning they may assign to external events (Sosik & Godshalk, 2000). Locus of control “can influence experienced stress by affecting one’s perceived ability to cope with and perhaps change a stressful environment” (Chiu et. al., 2005). According to Chiu et. al. (2005) employees who perceive low stress and high leadership support remain in positions longer; however, everyone differs in their perceptions of each of these constructs. Depending upon an individual’s LOC whether it be internal (viewing stress as controllable) or external (viewing themselves as powerless) will be a large factor in determining how they will perceive their environment and their ability or lack thereof to control it.

References:

Chiu, C., Chien, C. Lin, C. & Hsiao, C.Y. (2005). Understanding hospital employee job stress and turnover intentions in a practical setting: The moderating role of locus of control. The Journal of Management Development. Bradford: 2005. Vol. 24, Iss. 10; p. 837.

Sosik, J.J. & Godshalk, V.M. (2000). Leadership styles, mentoring functions, a job-related stress: A conceptual model and preliminary study. Journal of Organizational Behavior. Chichester, June 2000. Vol. 21, Iss. 4; p. 365


Situational Variables effecting Leadership

The behaviors and effectiveness of leaders are not always indicative of the leadership process or style. Situational modifiers such as task structure, group environment, and the leader’s power position play a big role, with each factoring into the equation of leadership effectiveness (Bass & Stogdill, 1990). Yukl (1994) described the use of situational modifier variables relative to leadership and the Contingency Approach. Fiedler’s Contingency Theory posits that “leadership effectiveness is the result of the interaction between the style of the leader and the characteristics of the environment in which the leader works” (12manage, 2008). According to Chen & Silverthorne (2005) the follower dictates the most appropriate leader behavior.

Relative to my personal workplace, as a business owner our environment consists of the environment at large working in different locations on varied job-sites and if we are working in a private residence then the home-owner is always an independent variable that can influence and contribute to the “culture” of the work group in either negative or positive ways. If we are working in a public space then there is an even larger diverse group of people that can contribute to the mix of the employee work group. There are also other contractors within each job site that factor into the equation. Our work environment and the group environment are always changing depending upon our location and what other individuals might be influencing the structure. The task structure itself is somewhat repetitive but can change with each job site as every builder incorporates multiple surfaces which create greater and lesser degrees of difficulty with application. The products used with each job also influences task structure and difficulty level. The abilities of employees become relevant here as experience plays into how difficult each task may or may not be for each individual. Leader power position may change as we deal with employees and also with home owners, business owners, builders, and other stakeholders. Leadership effectiveness on each level may vary as each of these situational variables are always changing. However, we always strive to communicate effectively, clarify performance expectations, and develop supportive group relationships.

Reference:

Bass, B. M. (1990). Bass and Stogdill’s handbook of leadership: theory, research, and managerial applications, 3rd edition, Free Press: New York

Chen, J. & Silverthorne C. (2005). Leadership effectiveness, leadership style and employee readiness. Leadership & Organization Development Journal. Vol. 26, Iss. ¾; p. 280

Yukl, G. (1994). Leadership in organizations, 3rd edition, Prentice-Hall: Englewood Cliffs.

12manage, 2008. Contingency Theory. Retrieved October 9, 2008 from http://www.12manage.com/methods_contingency_theory.html

Transformational Leadership

Steven Covey says of transformational leadership that the “goal… is to “transform” people and organizations in a literal sense – to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building.” My goal is to continually learn, to always be open to experience, stretch myself, be flexible, ask questions, practice vigilance, never settle, and to positively engage others. I hope that by living my life in such a way that I am always seeking to learn, change, and grow that I am able to do what is right in my life, in leadership, and to always seek to bring about positive change for myself and others. My desire is to be encouraging and supportive to others, to be individually considerate, and to empower others to be active participants in the midst of constant change. I will apply transformational leadership in my business by keeping relationships as the foundational structure to which all else springs forth as a result and I will apply innovation by being environmentally vigilant, always seeking to instill new processes, perfecting old processes, and taking risks to try new methods.

Friday, October 3, 2008

Failure as the Impetus for Success

“The more you fail, the more you succeed” (Kotelnikov, 2008). I personally believe that failure is the foundation to success and innovation. One never knows what genius lurks in the cloak of failure waiting to be unveiled. “Failure provides great learning opportunity and should be viewed as a very lifeblood of success” (Kotelnikov, 2008). Within an innovative organization, new ideas might sound crazy but “it takes a great many silly ideas to spawn one viable one, and ..in the early stages there is no way of telling the silly idea from the stroke of genius” as they “both look equally impossible or equally brilliant” (Denning, 2005). Alfred Sloan the success maker of General Motors says, “life itself is a process of trial and error…and those people who make no mistakes are those who make nothing”. My husband and I had a successful contracting business for 11 years and as a result of many factors including hurricanes, structural damage, and dwindling liquid capital, our business went down in December of 2005. Many factors in this equation were out of our control but I take full responsibility for making poor choices, bad decisions, and having bad judgment which all equaled demise in the end. This was a huge personal and professional failure. These times of failure create defining moments that challenge us in deep ways and they “form, reveal, and test” us (Badaracco, 2003). These defining moments produce critical opportunities for self-inquiry that allow us to refocus our core values and principles, birthing a renewed sense of purpose, and crafts an authentic and strong identity based upon an understanding of our experiences and what is right (Badaracco, 2003). I learned so much from this experience about myself amidst this failure and how to approach future business. We now have another contracting business and it was from valuable lessons of past failures that we can have better judgment today and make more seasoned choices that produce better outcomes. Failure contains encapsulated lessons to be learned about myself, life, and business and creates opportunities to learn, change, and grow. It is difficult to make a comeback, but I would not trade the experience and lessons I have gained for easy success on any given day. It is through reflective efforts and vigilant scanning that I am able to move forward with confidence knowing that failure is vital to the learning process, the innovation process, and to personal and professional success.

References:

Badaracco, J.L. (2003). The Discipline of Building Character. Chapter 19. Business Leadership: A Jossey-Bass reader.
Denning, S. (2005). Transformational Innovation: A journey by narrative. Strategy & Leadership. Vol. 33, Iss. 3; p. 11.

Kotelnikov, V. (2008). Freedom to fail. The Highway to Success. Retrieved October 2, 2008 from http://www.1000ventures.com/business_guide/crosscuttings/failure_freedom.html