”

Mod 7: For Your Success
Be sure to complete the self-assessments found in the Check Your Understanding activity at the end of
this weeks lecture!
Learning
Outcomes
1.
Synthesize
the main components of the Charismatic, Transformational, and Team Leadership
approaches to leadership.
2.
Evaluate
the use of the Charismatic, Transformational, and Team Leadership approaches
within a formalized leadership setting.
3.
Evaluate
the use of Charismatic, Transformational, and Team Leadership approaches in
relation to the decision-making process of a leader.

Mod 7: Readings Required
Chapters 9 & 10 in Leadership:
Theory and Practice
Supplemental
Tourish, D, & Pinnington, A.
(2002). Transformation leadership, corporate cultism and the spirituality
paradigm: An unholy trinity in the workplace? Human Relations, 55(2),
147-172. Retrieved from.sagepub.com/northouse5e/study/articles/pdfs/9-Tourish.pdf””>http://www.sagepub.com/northouse5e/study/articles/pdfs/9-Tourish.pdf
Denhardt, J.V., & Campbell, K.B.
(2006). The role of democratic values in transformational leadership. Administration
and Society, 38(5), 555-572. Retrieved from.sagepub.com/northouse5e/study/articles/pdfs/9-Denhardt.pdf””>http://www.sagepub.com/northouse5e/study/articles/pdfs/9-Denhardt.pdf

Mod 7: Content
I. Transformational Leadership
An audio
version of this entire lecture is available. You can listen by using the
embedded player below. Or .blackboard.com/bbcswebdav/pid-1688483-dt-content-rid-9353741_2/courses/SEU_MGT560/courseModules_winter2014d/MGT560_7/media/MGT560_Module6_Page1.mp3″”>CLICK HERE to download the file to your computer or
portable audio player:
If you have heard only a small bit of information about
leadership theories, chances are great that you have still heard of
transformational leadership. The concept of transformational leadership is that
the leader and the follower actually form a relationship that transforms both
of them to higher levels of achievement and morality. Of course, many theorists
have discussed the concept of transformational leadership, and this seems to be
the most popular leadership theory to date.
On the other side of the transformational leadership coin
is the concept of transactional leadership. Transactional leadership is built
on the premise of leadership being a series of transactions between a leader
and a follower. For example, if a follower does a good job, he or she is
rewarded by the leader with an incentive or promotion. Many leadership theories
focus on this transactional approach.
.0/msohtmlclip1/01/clip_image001.gif”” alt=””image””>
Many instruments exist to determine whether a leader is a
transformational or transactional leader. There are some inherent problems with
many of the instruments, however. The biggest issues with the instruments come
when only the leader takes the assessment, and the coworkers, superiors, and
subordinates are not also taking the assessment in regard to the leader. If you
ask leaders if they are transformational leaders, nearly 100% of them will say
they are. Of course, they may have a poor self-awareness. It is very important
to get other perspectives as to whether a leader is transformational, and one
way to do that is to have subordinates take the leadership questionnaire in
regard to the leader. Then, compare the leaders self-assessment with the
subordinate assessments to determine if the leader truly is transformational or
if he or she has a skewed self-perception of his/her leadership style.
II. Participative Leadership
In the past, leaders were hired to be in charge of
departments and organizations. They were often the most educated and had the
most experience, so they would go in and lead the department or organization
the best way they saw fit. Unfortunately, this was popular in the industrial
age, and we are now in the midst of the information age. This type of
leadership style is no longer what is most effective in most cases.
In factories many years ago, when the boss said that
something had to be done, the subordinates did not question authority instead
they just did what they were told. It is very rare to see this type of
leadership approach be successful in todays society. Instead, subordinates
want to participate more in the leadership of their departments and
organizations. They want to be able to question authority, and they want to
have somewhat of a say in what goes on the department and what happens within
the organization overall.
Over the years the best leaders and the best organizations
have figured out that everyone within the organization brings a different
perspective, different education, different work experience, and different
ideas to the table. If the leaders do not let these employees have a stake in
the leadership, they are missing out on a majority of the perspectives within
the organization. Each person can make a huge contribution to moving the
organization or department forward, so leaders should realize that their e2 and
2mployees bring these perspectives to the table, and they should be open to
listening to the employees in regard to the growth and forward movement of the
organization.
.0/msohtmlclip1/01/clip_image001.gif”” alt=””image””>
Employees in all types of organizations are much more
educated than they used to be. Furthermore, people tend to move around in jobs
more than they used to, which helps to get them different perspectives and
experiences to bring to the new job. This should be an asset to the
organization, and the organization should tap into that vast knowledge and
experience whenever possible.
III. Decision Making
An audio
version of this entire lecture is available. You can listen by using the
embedded player below. Or .blackboard.com/bbcswebdav/pid-1688483-dt-content-rid-9353741_2/courses/SEU_MGT560/courseModules_winter2014d/MGT560_7/media/MGT560_Module7_Page1.mp3″”>CLICK HERE to download the file to your computer or
portable audio player:
One of the most important tasks leaders have to make in
todays organizations is the task of decision making. Decision making occurs
more often today because of the fast pace of the business world. Things change
very quickly in businesses now, and leaders must be able to make good decisions
with little time and, often, with little information.
.0/msohtmlclip1/01/clip_image001.gif”” alt=””image””>
Some leaders have a difficult time making decisions because
they do not want to make the wrong one. So, if they dont have all of the
information, they do not want to take a chance on making a decision that could
be incorrect. Instead, they just dont decide and the company cannot move
forward. What they do not realize, is that most subordinates would rather have
a leader who makes decisions, even if they are the wrong decisions, than have a
leader who is indecisive.
One way to increase the chances of making good, sound
decisions as a leader is to invite subordinates to help in the decision-making
process. This has several positive benefits. First, since the subordinates
bring different perspectives and different experiences to the table, the
decision making could be more inclusive of all information. Subordinates will
often think of things that will be affected by the decision and bring those to
light, thereby making it easier to make decisions that have the least amount of
negative impact.
Additionally, when subordinates have a stake in the
decision making, they often are more apt to be happy with the decision made and
to support it. Leaders will have less resistance from subordinates who have a
say in the decision. This shows a mutual respect between the leader and the
subordinates, and the subordinates feel important and valued by the leader and
the organization when they have a role in the decision making.

Of course there are times when subordinates cannot be involved in the decision
making for one reason or another. If subordinates are involved in decisions
when the situation calls for it, however, they tend to not be as resistant to
decisions that are made by the leader when they cannot be involved. Overall,
the trust and respect built when subordinates can have input can go a long way
in a long-term leader-subordinate relationship.

Assignment 7 :
Transformational Leaders
In a 2-page paper, discuss
a leader who you would consider to be transformational. If possible,choose
a leader located in the Middle East. In your paper, please respond to the
following questions:
o
What are the characteristics and qualities that leader possesses
that makes you think he/she is transformational?
o
How does this person make decisions?
o
Has the leader led a group through change?
o
Do you believe culture plays a role in his/her leadership
characteristics?
o
Are you a transformational leader?
o
Do you believe you have the potential to be a transformational
leader?
o
What would need to happen in order for you to become a
transformational leader?
Use Saudi Electronic
University academic writing standards and APA style guidelines, citing
references as appropriate.

Mod 7: For Your Success Be sure to complete the
self-assessments found in the Check Your Understanding activity at the end of
this weeks lecture!Learning
Outcomes1.
Synthesize
the main components of the Charismatic, Transformational, and Team Leadership
approaches to leadership.2.
Evaluate
the use of the Charismatic, Transformational, and Team Leadership approaches
within a formalized leadership setting.3.
Evaluate
the use of Charismatic, Transformational, and Team Leadership approaches in
relation to the decision-making process of a leader.
Mod 7: Readings Required Chapters 9 & 10 in Leadership:
Theory and PracticeSupplemental Tourish, D, & Pinnington, A.
(2002). Transformation leadership, corporate cultism and the spirituality
paradigm: An unholy trinity in the workplace? Human Relations, 55(2),
147-172. Retrieved from.sagepub.com/northouse5e/study/articles/pdfs/9-Tourish.pdf””>http://www.sagepub.com/northouse5e/study/articles/pdfs/9-Tourish.pdf Denhardt, J.V., & Campbell, K.B.
(2006). The role of democratic values in transformational leadership. Administration
and Society, 38(5), 555-572. Retrieved from.sagepub.com/northouse5e/study/articles/pdfs/9-Denhardt.pdf””>http://www.sagepub.com/northouse5e/study/articles/pdfs/9-Denhardt.pdf
Mod 7: Content An audio
version of this entire lecture is available. You can listen by using the
embedded player below. Or .blackboard.com/bbcswebdav/pid-1688483-dt-content-rid-9353741_2/courses/SEU_MGT560/courseModules_winter2014d/MGT560_7/media/MGT560_Module6_Page1.mp3″”>CLICK HERE to download the file to your computer or
portable audio player:If you have heard only a small bit of information about
leadership theories, chances are great that you have still heard of
transformational leadership. The concept of transformational leadership is that
the leader and the follower actually form a relationship that transforms both
of them to higher levels of achievement and morality. Of course, many theorists
have discussed the concept of transformational leadership, and this seems to be
the most popular leadership theory to date.On the other side of the transformational leadership coin
is the concept of transactional leadership. Transactional leadership is built
on the premise of leadership being a series of transactions between a leader
and a follower. For example, if a follower does a good job, he or she is
rewarded by the leader with an incentive or promotion. Many leadership theories
focus on this transactional approach..0/msohtmlclip1/01/clip_image001.gif”” alt=””image””>Many instruments exist to determine whether a leader is a
transformational or transactional leader. There are some inherent problems with
many of the instruments, however. The biggest issues with the instruments come
when only the leader takes the assessment, and the coworkers, superiors, and
subordinates are not also taking the assessment in regard to the leader. If you
ask leaders if they are transformational leaders, nearly 100% of them will say
they are. Of course, they may have a poor self-awareness. It is very important
to get other perspectives as to whether a leader is transformational, and one
way to do that is to have subordinates take the leadership questionnaire in
regard to the leader. Then, compare the leaders self-assessment with the
subordinate assessments to determine if the leader truly is transformational or
if he or she has a skewed self-perception of his/her leadership style. In the past, leaders were hired to be in charge of
departments and organizations. They were often the most educated and had the
most experience, so they would go in and lead the department or organization
the best way they saw fit. Unfortunately, this was popular in the industrial
age, and we are now in the midst of the information age. This type of
leadership style is no longer what is most effective in most cases.In factories many years ago, when the boss said that
something had to be done, the subordinates did not question authority instead
they just did what they were told. It is very rare to see this type of
leadership approach be successful in todays society. Instead, subordinates
want to participate more in the leadership of their departments and
organizations. They want to be able to question authority, and they want to
have somewhat of a say in what goes on the department and what happens within
the organization overall.Over the years the best leaders and the best organizations
have figured out that everyone within the organization brings a different
perspective, different education, different work experience, and different
ideas to the table. If the leaders do not let these employees have a stake in
the leadership, they are missing out on a majority of the perspectives within
the organization. Each person can make a huge contribution to moving the
organization or department forward, so leaders should realize that their e2 and
2mployees bring these perspectives to the table, and they should be open to
listening to the employees in regard to the growth and forward movement of the
organization..0/msohtmlclip1/01/clip_image001.gif”” alt=””image””>Employees in all types of organizations are much more
educated than they used to be. Furthermore, people tend to move around in jobs
more than they used to, which helps to get them different perspectives and
experiences to bring to the new job. This should be an asset to the
organization, and the organization should tap into that vast knowledge and
experience whenever possible. An audio
version of this entire lecture is available. You can listen by using the
embedded player below. Or .blackboard.com/bbcswebdav/pid-1688483-dt-content-rid-9353741_2/courses/SEU_MGT560/courseModules_winter2014d/MGT560_7/media/MGT560_Module7_Page1.mp3″”>CLICK HERE to download the file to your computer or
portable audio player:One of the most important tasks leaders have to make in
todays organizations is the task of decision making. Decision making occurs
more often today because of the fast pace of the business world. Things change
very quickly in businesses now, and leaders must be able to make good decisions
with little time and, often, with little information..0/msohtmlclip1/01/clip_image001.gif”” alt=””image””>Some leaders have a difficult time making decisions because
they do not want to make the wrong one. So, if they dont have all of the
information, they do not want to take a chance on making a decision that could
be incorrect. Instead, they just dont decide and the company cannot move
forward. What they do not realize, is that most subordinates would rather have
a leader who makes decisions, even if they are the wrong decisions, than have a
leader who is indecisive.One way to increase the chances of making good, sound
decisions as a leader is to invite subordinates to help in the decision-making
process. This has several positive benefits. First, since the subordinates
bring different perspectives and different experiences to the table, the
decision making could be more inclusive of all information. Subordinates will
often think of things that will be affected by the decision and bring those to
light, thereby making it easier to make decisions that have the least amount of
negative impact.Additionally, when subordinates have a stake in the
decision making, they often are more apt to be happy with the decision made and
to support it. Leaders will have less resistance from subordinates who have a
say in the decision. This shows a mutual respect between the leader and the
subordinates, and the subordinates feel important and valued by the leader and
the organization when they have a role in the decision making.

Of course there are times when subordinates cannot be involved in the decision
making for one reason or another. If subordinates are involved in decisions
when the situation calls for it, however, they tend to not be as resistant to
decisions that are made by the leader when they cannot be involved. Overall,
the trust and respect built when subordinates can have input can go a long way
in a long-term leader-subordinate relationship.Assignment 7 :Transformational LeadersIn a 2-page paper, discuss
a leader who you would consider to be transformational. If possible,choose
a leader located in the Middle East. In your paper, please respond to the
following questions:o
What are the characteristics and qualities that leader possesses
that makes you think he/she is transformational?o
How does this person make decisions?o
Has the leader led a group through change?o
Do you believe culture plays a role in his/her leadership
characteristics?o
Are you a transformational leader?o
Do you believe you have the potential to be a transformational
leader?o
What would need to happen in order for you to become a
transformational leader?Use Saudi Electronic
University academic writing standards and APA style guidelines, citing
references as appropriate.”