In addition to the full model of leadership discussed in the previous blog, two other influential views of transformational leadership are worth discussing.
Bennis and Nanus (1985)
According to this approach, becoming a transformational leader begins with a deep understanding and acceptance of one's strengths and weaknesses. Transformational leaders then focus on their strengths in positive ways, which fueled by their inherent sense of self-worth, inspires confidence in their followers. Transformational leaders also have a clear vision for their organization, believe in participatory decision making, and focus on social change in their organizations (are "social architects"). By ensuring that their actions and behaviors are always consistent with their vision, they foster a sense of trust in their organizations. There is a strong moral thread that runs through a transformational leadership style, because it originates from the deeply held values of the leader. Transformational leaders are continually learning, and encourage their followers to develop this passion for personal growth.
Kouzes and Posner (2012)
In their best selling book "The Leadership Challenge" (which celebrated its 25th anniversary in 2012), Kouzes and Posner create a model of leadership based on their extensive interviews with over a 1000 middle and senior level managers. Transformational leaders practice the following five principles
The most important quality that followers look for in their leaders is "credibility" which in turn comprises of honesty, being forward looking, competence and the ability to inspire. The appeal of this approach, which perhaps explains the enduring success of their book is that leadership is considered to be a practice, rather than a personality trait.
Kouzes and Posner discuss their book here.
References
Bennis, W.G., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper & Row
Kouzes, J.M., & Posner, B.Z. (2012). The Leadership challenge (5th edition). San Franciso: Jossey-Bass
Northouse. P.G. (2013). Leadership (sixth edition). Thousand Oaks, California: Sage Publications Inc.
Picture credit (Kouzes and Posner)
Bennis and Nanus book
Bennis and Nanus (1985)
According to this approach, becoming a transformational leader begins with a deep understanding and acceptance of one's strengths and weaknesses. Transformational leaders then focus on their strengths in positive ways, which fueled by their inherent sense of self-worth, inspires confidence in their followers. Transformational leaders also have a clear vision for their organization, believe in participatory decision making, and focus on social change in their organizations (are "social architects"). By ensuring that their actions and behaviors are always consistent with their vision, they foster a sense of trust in their organizations. There is a strong moral thread that runs through a transformational leadership style, because it originates from the deeply held values of the leader. Transformational leaders are continually learning, and encourage their followers to develop this passion for personal growth.Kouzes and Posner (2012)
In their best selling book "The Leadership Challenge" (which celebrated its 25th anniversary in 2012), Kouzes and Posner create a model of leadership based on their extensive interviews with over a 1000 middle and senior level managers. Transformational leaders practice the following five principles
- Leading by example (modeling the way)
- Inspire a shared vision which is vivid and serves as a guide for action to the followers
- Challenge the process (not being complacent, constantly learning)
- Enable others to act ( believe in teams, collaboration and delegation)
- Encourage the heart ( believe in relationships and positive reaffirmation of followers)
The most important quality that followers look for in their leaders is "credibility" which in turn comprises of honesty, being forward looking, competence and the ability to inspire. The appeal of this approach, which perhaps explains the enduring success of their book is that leadership is considered to be a practice, rather than a personality trait.
Kouzes and Posner discuss their book here.
References
Bennis, W.G., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper & Row
Kouzes, J.M., & Posner, B.Z. (2012). The Leadership challenge (5th edition). San Franciso: Jossey-Bass
Northouse. P.G. (2013). Leadership (sixth edition). Thousand Oaks, California: Sage Publications Inc.
Picture credit (Kouzes and Posner)
Bennis and Nanus book
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