Week 1: Discussion - Transformative Leadership
The Discussion Post is how you share your reading response with the rest of the class
so that they may comment on and respond to your thoughts on the reading, as you will
do with theirs—just as you would participate during an in-class discussion. You are
required to make a minimum of one post per week. To ensure active participation in
discussion posts, students are required to post ONE original message on Sunday,
including 200 words. For the weeks with Discussion Post - Parts 1 and 2, the minimum
number of words is 200 total for both parts.
Week 1 Discussion
Both authors discussed their perspectives on Transformative leadership in the
articles Transformative Leadership: Working for Equity in Diverse Contexts
Actions
and the book entitled Transformative Leadership: Achieving Unparalleled Excellence
Actions
. Based on the readings you will give your response in a two-part discussion board post.
Part 1
For your original response, address the following: Which of the six perspectives do you
think is most important to aid in attaining organization objectives, and why? Based on
your reading, do you think Shields’s (2011) transformative leadership theory would
support or refute this perspective? Why or why not? Reply to at least one peer's posts
with substantial responses.
All six perspectives are considerate vital but it should be classified in types of organisations.
If we are talking about charities the servant leadership perspective is the most suitable
ones. Or Level 5 leadership which help to overcome crisis especially in technology spheres
these days, for instance. In readings these perspectives are described using history,
however, if we observe our days
Transformational leadership is grounded
in moral foundations and is made up of four
components: idealized influence, inspirational motivation,
intellectual stimulation, and individualized consideration
(Bass and Steidlmeier 1999).
Part 2
Provide an example of how a transformative leader integrates equity and ethical
decision-making when addressing organizational challenges, particularly in making the
best decisions for students. Reflect on how you, as a transformative leader, can
promote equity while lining up with your educational organization's objectives. Reply to
at least one peer's posts with substantial responses.
Part 1
According to SHIELD transactional leadership involves a reciprocal transaction;
transformational
leadership focuses on improving organizational qualities, dimensions, and
effectiveness; and transformative educational leadership begins by challenging
inappropriate uses of power and privilege by challenging inappropriate
uses of power and privilege that create or perpetuate inequity and injustice.
One of the first writers to discuss transformative educational
leadership
was William Foster (1986). His belief was that leadership “must
be critically
educative; it can not only look at the conditions in which we live,
but it must
also decide how to change them” (p. 185).
Transformative leaders seek new solutions that require
people to rethink their assumptions, rather than simply
returning to old solutions to resolve new problems (Jones
et al. 2008, p. 67).
Transformational leadership - enables leaders to honor
synergistic duties owed to both individuals and organizations
(Burns 1978). Former Herman Miller Chairman and CEO, Max DePree
Former Herman Miller Chairman and CEO, Max DePree,
typified the commitment to organizational and personal
improvement of transformational leadership. Herman
Miller has been widely recognized as one of Fortune
magazines ‘‘most admired companies’’ and DePree’s
(2004: Chapter One) philosophy of leadership epitomized
transformational leadership’s commitment to both the
organization and the individuals within it. DePree
explained that leaders needed to achieve organizational
excellence while simultaneously honoring a variety of
obligations to employees to keep them informed, provide
them with the resources to increase their personal worth,
help them to achieve individual goals, and become their
best (DePree 2004, Chapter 1).
In their analysis of the ethical focus of transformational
leaders, Groves and LaRocca (2011, p. 513) noted that
‘‘transformational leadership is predicated on deontological
(or duty-based) ethics and a focus on the morality of the
means rather than the ends…predicated on the norm of
social responsibility.’’ This commitment of transformational
leadership to the welfare of the organization, its
employees, and society is a fundamental principle of our
transformative leadership model. Consistent with this
relationship between transformative and transformational
leadership, we offer two propositions.
P1 Leaders that seek to benefit individuals within their
organization, the organization itself, and society will
achieve greater profitability than leaders who are not
focused on those factors.
P2 Leaders who incorporate principles of transformational
leadership that benefit the organization, its individual
members, and society will be perceived as more ethical and
more trustworthy than leaders who are not perceived as
transformational.
Charismatic leadership - creates a leader–follower relationship
in which leaders create a strong personal bond
with followers. The Reverend Martin Luther King,
Level 5 leadership - combines a leader’s personal humility
with an unrelenting and almost ‘‘ferocious resolve’’ to
achieve previously unachieved organizational outcomes
(Collins 2001, p. 20). David Packard ‘‘What can I contribute?’’
rather than ‘‘How can I succeed?’’
Principle-centered leadership - is a values-based and
principle-centered foundation for governing oneself and
honoring relationships with others that views leadership as
a highly ethical obligation to honor implicit duties owed to
others (Covey 1999). Nelson Mandela
Servant leadership - has been defined as ‘‘providing
leadership that focuses on the good of those who are being
led and those whom the organization serves’’ (Hamilton
and Nord 2005, p. 875) Mother Teresa
Covenantal leadership - integrates the roles of the leader
as a teacher, role model, and exemplar—but also as a
creator of new meaning and truth in partnership with others
within the organization (Pava 2003). Mahatma Gandhi
Foster (1986) expressed the seriousness and importance of ethics in educational
leadership when he wrote: “Each administrative decision carries with
it a restructuring of human life: that is why administration at its heart is the
resolution of moral dilemmas” (p. 33).
