1. Transformative Leadership
Dr. Adelaida L. Bago
Educational Leadership and
Management Department
De La Salle University Manila

2. Transformative Leadership
• Transformative leadership is based on
the concept of collaborative leadership
• Transformative is based on the principle of
shared leadership

3. Transformative Leaders
• Transformative leaders are like
"midwives" in that when the
product is developed, the
group will right say: "we did it
ourselves."

4. Transformative Leaders
• Transformative leaders know
what is happening in a group
by listening quietly with their
deepest self

5. Transformative Leaders
• Being open and attentive is more
effective than being judgmental
because people naturally tend to
be good and truthful when they
are being received in a good and
truthful manner.

6. Transformative Leaders
•Transformative leaders
work in any setting without
complaint always acting so
that all will benefit.

7. Leadership Variables
Leader
Leadership
Follower Situation

8. Leader Factor
• Task (Directive) Behavior
Establishing well defined-patterns of
organization, channels of communication
and ways of getting job done
• Relationship (Supportive) Behavior
Maintaining personal relationships, providing
socio-emotional support, and facilitating
behavior

9. Follower Factor (Development
Levels)
• Emotional Maturity
Commitment to complete a task
• Work Maturity
Degree of competence to complete a task

10. DEVELOPMENT LEVELS
• Level 1: Enthusiastic beginner- low
competence and high commitment
• Level 2: Disillusioned learner-low/some
competence and low commitment
• Level 3: Reluctant contributor: moderate
to high competence and variable
commitment
• Level 4: Peak performer: high
competence and high commitment

11. Situation
• Leader factor
• Follower factor
• Other factors (urgency, impact, risk, etc)

12. Leadership Style
Leader factor
+
follower factor Leadership
+ Style le
Situation

13. Leadership Styles (Blanchard
Model)
S
u
p
Supporting Coaching
p
o
r
t
i Delegating Directing
v
e
Directive

14. Supporting Style
High Supportive and Low Directive
• Encourages input
• Actively listens
• Allows follower to make decisions
• Encourages two-way communication
• Supports risk taking
• Compliments work
• Praises and builds confidence

15. Coaching Style
High Directive and High Supportive
Behavior
• Defines role and accountability
• Provides supervision and instruction
• Leader makes decisions

16. Delegating Style
Low Supportive and Low Directive
Behavior
• Delegates tasks
• Presents big picture
• Light supervision
• Monitors activities
• Reinforces results
• Remains accessible

17. Directing Style
High Directive and Low Supportive
• Explains decisions and allows opportunity
for clarification
• Leader makes decisions
• Explains follower’s role
• Reinforces small improvements

18. Effective Style (Lunenberg)
R
O
e
r
l
I
a Executive
t
e Developer
n
i
t
o
a
n
s
t Benevolent
h
I Bureaucrat Autocrat
o
i
p n
Task Orientation

19. Ineffective Style
RO
e r
l i Missionary Compromiser
a e
t n
i t
o a
n t Deserter Autocrat
s i
h o
i n
p Task Orientation

20. Collaboration
A principle-based process of
• working together and
• building true consensus, ownership, and
alignment in all aspects of the
organization
• which produces trust, integrity and break
through results

21. Collaboration
A work ethic that recognizes that
• work gets done through people
• people want and need to be
valued
• any change must be owned by
those implementing it to be
successful

22. Collaboration
• A decision-making framework
based on principle (philosophy)
rather than power and personality
• An organizing principle for leading
and managing the 21st century
workplace
• The way people naturally want to
work

23. The Collaborative Change
Process
Current Desired State
State (Future)
Culture Culture
Transition
State Process content
Process content
Interventions
Change Method
Change Strategies Preventions

24. Pressures and Resistance to Change
Current Desired
Condition Condition
Desired Future
Pressures Resistance
•Government •Fear of Unknown
intervention •Threats to Power and
•Social values Influence
•Changing •Knowledge and
Technology Skill Obsolescence
•Administrative •Organizational
Decisions Structure
•Employees’ •Limited Resources
Needs Equilibrium •CBA
Driving Forces Resisting Forces

25. Negative Consequences of Change
•Members feel
Threatened
•Members feel
Alienated
•Members feel
Isolated
•Low morale
Woundedness

26. Organizational Healing
Because schools are human institutions,
there will be ongoing needs for healing
the
woundedness
that inevitably surfaces there.

27. Seven Core Values of
Collaboration
Recognition and Respect for
Growth People
Full Responsibility
& Accountability
Honor and
Integrity
Empowerment
Trust-based
Relationships Ownership &
Alignment
Consensus

28. Shared Leadership
• Shared Growth and Development
• Shared Accountability and
Responsibility
• Shared Decision-Making

29. The Emphasis of Shared Leadership
• Ownership – problems and issues,
programs, achievement
• Learning – focus on growth and
development of the people in the
organization
• Sharing - open, respectful and
informed conversation

30. CLASSICAL AND SHARED LEADERSHIP
CLASSICAL SHARED
• Displayed by a person’s • Identified by the quality
position in hierarchy of interaction
• Evaluated by whether • Evaluated by how people
leader solves problems work together
• Leaders provide solutions • Everyone works to
and answers enhance the process
• Distinct differences • People are
between leaders and interdependent
followers • Communication stresses
• Formal communication conversation
• Often relies on secrecy, • Values democratic
deception and payoffs processes, honesty and
shared ethics

31. Benefits of Making Members
Participate in Decision Making
• Decision quality
• Decision Creativity
• Decision Acceptance
• Decision Understanding
• Decision Judgment
• Decision Accuracy

32. What is a Workplace team?
• A workplace team is composed of
a number of persons usually
reporting to a common superior
and having some face-to-face
interaction who have some degree
of interdependence in carrying
out tasks for the purpose of
achieving organizational goals
French and Bell

33. •A team is a small number of
people with complementary
skills who are committed to a
common purpose, set of
performance goals and
approach for which they hold
themselves mutually
accountable
Katzenbach and
Smith

34. •A self-directed work team is a
natural work group of
interdependent employees who
share most, if not all, the roles of
traditional supervisor
Hitchcock and Willard

35. What are the
characteristics of
successful teams?

36. •A clear elevating goal

37. • A results driven structure

38. •Unified Commitment

39. •A collaborative climate

40. •Standards of Excellence

41. •External Support and

42. How does a group become a high
performing team?
• Shared organizational
expectations
• Clarity of group tasks
• Concern for group
maintenance
• Concern for individual needs

44. Commitment
• I want to be a transformative leader. In
order to realize this I am committed to
the following:
1. ______________
2. ______________
3. ______________
4. ______________
5. ______________