What is Leadership?

Leadership Styles 

“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” 

(Northouse, 2010 p.3)

This simple definition of leadership is useful however to understand leadership further it is important to establish the difference between leadership and management. This is not easily defined however McKinsey’s ‘seven ‘S’ framework’ is a helpful tool to establish the differences.

Diagram from (Vector Study, 2012 [online])

The seven ‘S’ Framework highlights the shared values necessary within an organisation or team. Watson (1983) notes that managers are more focused on strategy, structure and Systems whereas leaders concentrate more on Style, Staff, Skills and Shared Values.

A final definition which is valuable here is ‘what is leadership within social work?’

 “Leadership is the capacity to work creatively, constructively, and effectively with individuals, families, groups, organizations, and communities to promote social justice, catalyse social change, and address individual and social problems. Leaders accomplish this by inspiring vision, offering direction, and supporting individual and collective action in order to obtain mutually valued results”

(UNC, School of Social Work, 2011)

Leaders are often described as: 

Assertive, Successful, Intuitive, Supportive, Directive, Charismatic, Autocratic, Self- Aware, Influential, Democratic, Collaborative, Powerful, Coaching, Individualistic, Results Focused, Confident, Authorities, Convincing, Understanding, Focused, Decision-Maker/Drivers, Trusting, Sincere 

Clearly no leader is able to or would want to portray all of these characteristics identified. Many different leadership styles have been identified in literature and current research suggests that using one clear leadership style is best. A key message has emerged that successful leaders have the ability to vary their style according to the context (Dent, 2003). Furthermore it is key to note that no leadership style is ‘mutually exclusive or totally time-bond’ they often share some common themes (John van Maurik cited in Doyle and Smith, (2001). 

Transformational Leadership

Transformational leadership is a contemporary theory that has been a focus of leadership style research since the 1980s. Transformational leadership is seen as effective as it ‘transforms’ the way the followers see themselves as individuals and the whole group as a team.  Transformational leadership is not a ‘transactional’ (you do something for me, I do something for you) leadership style.

A useful definition of a transformational leader is a leader who

 ‘inspires individual followers to transcend self-interest and focus on collective goals, promote their own commitment, effort and performance’ 

(DeGroot et al., 2000; Judge and Piccolo, 2004; Lowe and Galen, 1996 cited in Zhang X., Cao, Q. and Tjosvold, D. 2011).

Transformational Leadership is outlined brilliantly in this video link.(Transformational Leadership Outlined. The 4 I's. (By Education Portal)).This page also has access to a quiz and further resources regarding leadership styles.  I would strongly recommend spending a few minutes exploring this link to further your learning and understanding of leadership styles. 

Transformational Leadership is seen as a process that changes and transforms individuals through exceptional forms of influence that moves followers to accomplish what is usually expected of them. Transformational leadership style stands out as it ensures that essential tasks are carried out effectively and efficiently but goes further and inspires followers to raise attention above the necessary means (Martin and Henderson, 2001). A transformational leader will initiate this positive change through engaging with the group that raises level of moral and motivation. In turn team members experience this and gain shared values as well as developing a sense of positive purpose (Peters and Waterman 1988, Burns 1978 cited in Martin and Henderson 2001).  

There are specific characteristics of transformational leaders and tasks that they carry out to obtain the effective, positive outcomes of transformational leadership. The table below used by McGuire and Hutchinson (2007) outlines some of the key points that Bass (1985) acknowledged in his Model of transformational leadership.

(David McGuire, Kate Hutchings, (2007) "Portrait of a transformational leader: the legacy of Dr Martin Luther King Jr", Leadership & Organization DevelopmentJournal, Vol. 28 Iss: 2 p154-p166)

The 4 I’s

The characteristics of a transformational leader are seen as the 4 I’s.

Intellectual Stimulation - precipitates change through projecting ideas excitingly/uniquely stimulating followers to be creative and innovative resulting in choice of change.
Individualised Consideration – providing a supportive environment where the needs of each individual are fully considered, the leader acts as the support and encourages self-actualisation. 
Idealised Influence – followers are able to identify with the leader as they act as a strong role model, leaders have high standards of ethical and moral conduct therefore followers have respect and valuable trust for the leader.
Inspirational Motivation – encourages individuals to manage their own personal development and performance, communicates high expectation for their own personal goals and collective group goals through a shared vision.

(Adapted from Northouse, 2010; Martin and Henderson, 2001; Goodwin, 2006)

Strengths

•         Transformational leaders have intuitive appeal, as the leader is on the ‘front line’ advocating change for others; followers are attracted to this traditional societal view on how a leader should be (Northouse, 2010). Furthermore followers are drawn to this style as they are able to relate to and understand the goals.
•         Transformational leadership is seen as effective as it gets groups to work to a common unified goal. Through doing this it also inspires followers to accomplish what is expected of them both individually and as a team (Northouse, 2013). It is further acclaimed as effective as is often sees individuals completing the essential expected goals then willingly continuing to achieve above this standard (Goodwin, 2006).
•          This style of leadership is linked to bringing groups together to work as teams, transformational leadership is seen as powerful when managing conflict and team performance (Zhang et al., 2011).
•          The transformational leadership leader is highly and broadly researched. 

Criticisms

• A key criticism is that transformational leadership has the potential for the abuse of power (Hall, Johnson, Wysocki & Kepner, 2002). Transformational leaders can exert a very powerful influence over followers, who offer them trust and respect. This power can be used to inspire individuals to follow an unethical or immoral leader (Northouse, 2010).
• Transformational leaders may have narcissistic tendencies, thriving on power and manipulation.  This style of leadership is then sub-categorised as pseudo-transformational leader. Pseudo-transformational leaders are self-consumed, exploitive and lack positive morals or ethic who transform in a negative way (Northouse, 2013) examples of this leaders maybe Adolph Hitler or Saddam Hussein.
• Another criticism is that transformational leadership style lack conceptual clarity as it covers such a wide range of key aspects that cannot be concreted (creating vision, building trust, motivation, changing agent) (Hall, Johnson, Wysocki & Kepner, 2002).
• Theorists such as Goodwin (2006) suggest transformational leadership can be seen as a trait rather than a style of leadership, therefore the teaching of it is problematic as you cannot teach personal characteristics efficiently.