Matthias Burns
8/20/2013 12:31:48 PM
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Four of Bass’ factors that are associated with transformational are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Idealized influence “is emotional component of leadership” (pg. 191). This factor is based on how the leaders influence the followers through their actions of good character, and standards for the group. Individuals that exhibit idealized influence are Bill Gates and Abraham Lincoln. Inspirational motivation is the “factor is descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization” (pg. 193). Leaders that were great speakers that had many followers are Malcolm X and Gandhi. Both of them travel to speak and gave their followers drive to do better. Intellectual stimulation “includes leadership that stimulates followers to be creative and innovative and challenge their own beliefs and values as well as those of the leaders and the organization” (pg. 193). The last factor is individualized consideration which are “representative of leaders who provide a supportive climate in which the listen carefully to the individual needs to followers” (pg. 193). Explains of this factor is a professor or a coach because they are supporting and encouraging the followers to be successful.
On my job I have the chance to experience some of the factors listed above. The reason I am able to use the factors are because of my supervisor and manager. The factors they best exhibit are the individualized consideration and the inspiration motivation. Both of them allow all employees to get their job done the way they want to do it as long as it is finish, which allow us to use our individualized consideration. The motivation from my supervisor and manager are different from my typical motivation because they will help me stay motivated no matter the situation.
The differences between the two are simple. Transactional is more of selfish based than transformational. Transactional leader do not try to build on an individual verses Transformational is based on individual motivates.
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RE: Week 4
Matthias Burns
8/20/2013 12:34:08 PM
Northouse, P.G. 2013. Leadership: theory and practice. Sixth Edition. SAGE Publications, Inc.
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RE: Week 4
Instructor Smith
8/21/2013 6:39:49 PM
Hello Matthias,
Good analysis. Good practical example of transformational leadership, “The factors they best exhibit are the individualized consideration and the inspiration motivation. Both of them allow all employees to get their job done the way they want to do it as long as it is finish, which allow us to use our individualized consideration.”
All the best,
Dr. Mel
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Bass’ Factors
Michael Hargrave
8/20/2013 5:26:18 PM
Bass identified four factors that can be associated with the true transformational leader and they are as follows: Idealized influence, Inspirational motivation, Individualized consideration, and Individualized consideration.
Idealized influence- “describes leaders who act as strong role models for followers; followers identify with these leaders and very much want to emulate them” (Northouse, P. pg. 191) Once I started working offshore on drilling rigs I met the person who would most shape my life away from the Navy. His name was Bill Needham and he is the reason I have my college degree today. He mentored me and taught me what being a true leader is really all about. His scope of influence was not limited to the rig but it even moved toward the office as his protégés moved into more senior roles. He never desired a role in a management position but once he was there he motivated and mentored anyone who came into contact with him. To this day I don’t think he realizes the influence he has had and will continue to have on this industry.
Inspirational motivation- “descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization.” (Northouse, P. pg. 193) These are often called pep talks to inspire people to follow the company goals and objectives. During my time with Transocean we often had inspirational speakers come into speak at company safety meetings or even supervisor meetings to rally the troops to perform their jobs even better. Sometimes these would work and often times they were ineffective as they were geared more towards a marketing angle than a simple offshore workers ideas and experiences.
Intellectual stimulation- “supports followers as they try new approaches and develop innovative ways of dealing with organizational issues.” (Northouse, P. pg. 193) in my line of work ideas are often floated to change or do things differently. While most of the senior managers are from the “old school” drilling there are new and innovative ideas coming from those who are much younger and climbing the management ladder. They are finally being heard because they now have a voice within the management structure.
Individualized consideration- “representative of leaders who provide a supportive climate in which they listen carefully to the needs of the followers.” (Northouse, P. pg. 193) This type of transformational leadership is needed now more than ever in my industry. As the older personnel begin to retire there is a serious experience glut taking place. Labor is at an all-time premium in my business as anyone with any type of offshore experience is almost as valuable as gold. Listening to their problem and issues is not only a requirement at my company but now leaders are making it a point to address any issues that any member of the organization brings to light.
Transactional leadership involves leadership that has little regard for the follower. Northouse states, “Transactional leadership differs from transformational leadership in that the transactional leader does not individualize the needs of the subordinate or focus on their personal development.” (Northouse, P. pg. 195) The primary difference as I see it is that transformational leader’s care about their subordinates where transactional leaders do not but they do offer up transaction as a form of reward to their people. Transactional leaders have little regard for the professional development of their subordinates since they only want them for the needs of the organization and not the needs of the individual. I saw this practice in work at Coca-Cola where there were transactions for rewards for performance and no personal professional development. A worker on the line received very little training other than to work the machine they were assigned to.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA
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RE: Bass’ Factors
Instructor Smith
8/21/2013 6:44:08 PM
Hello Michael,
Excellent discussion. Well stated, “The primary difference as I see it is that transformational leader’s care about their subordinates where transactional leaders do not but they do offer up transaction as a form of reward to their people. Transactional leaders have little regard for the professional development of their subordinates since they only want them for the needs of the organization and not the needs of the individual. I saw this practice in work at Coca-Cola where there were transactions for rewards for performance and no personal professional development. A worker on the line received very little training other than to work the machine they were assigned to.”
Do you think investing in employees provides a return on investment?
Insightful post..
Keep up the good work,
All the best,
Dr. Mel
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RE: Bass’ Factors
Michael Hargrave
8/21/2013 9:31:12 PM
Week 4 Post 1
Carolina Torres
8/22/2013 3:53:44 PM
Transformational leadership is used when it comes time to change an organization, when you pick someone that has certain characteristics that can move people to take action. According to Bass there are four factors that can be identifies with transformational leadership.
The first one is Idealized Influence. This type of leadership is also associated with charisma, when people deal with this factor, they can’t do anything besides being inspired and wanting to imitate the actions of the leader. This people are also highly ethical and because of the way they behave people have respect for their actions, and they want to be like them. On my previous job I had a supervisor that was an amazing person. He never asked anyone to do something that he couldn’t do it or couldn’t do it himself. He truly inspired people with his action, and people wanted to perform well just so he could do well, when he left the team, the people were devastated, including myself, because it was wonderful to have a boss with so much charisma, enthusiasm and talent.
Inspirational motivation is afactor that is used to call people to action by giving them inspiration. These people have expectations and they want to infuze that desire for greatnes. This people appeal to peoples emotions, and often is able to paint pictures that shyow the results that need to be accomplished. On a sales environemtn you see this often. I was part of a sales team and I had the manager that often appeal to my desire to grow as an employee, and the manager constatnly called for action and gave me inspirational tools to do my job beter.
Intellectual Stimulation is a factor that calls for people to use their creativity, it often ask people to look for for solutions that are not conventional and it rewards those people that use their intelect to accomplish results.
Individualized consideration is the factor that relates to a ;leader that takes time to carefully listen to a situation , and takes the needs of the empoloyees in consideration before assuming a new process. This people are considered coaches and they want their employees to grow , and they help them to attain the tools to do so. Using the same person that I talked about on the idealized influence, this person was also a coach, and he gave me the tools that I needed to move into management. He often would listen to me, and would help me to see things from a different perspective.
You can interchange this styles, and you often need to do so when you are tranforming an organization or a team.
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RE: Week 4 Post 1
Instructor Smith
8/22/2013 10:51:17 AM
Hello Carolina,
Very good example, ” Using the same person that I talked about on the idealized influence, this person was also a coach, and he gave me the tools that I needed to move into management. He often would listen to me, and would help me to see things from a different perspective. ”
You were fortunate to have a very good mentor.
All the best,
Dr. Mel
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RE: Week 4 Post 1
Michael Hargrave
8/23/2013 12:45:10 AM
Discussion 1
Heather Schultz
8/22/2013 3:56:18 PM
Since transformational leadership is really about the subordinates reaching their full potential, Bass’ four factors focus on this. The first factor is charisma that encourages the leader to be an upstanding example for the workers to emulate (Northouse, 2013). A personal example is the fact that I try to be the best haunted/heritage tour leader in order to show the other tour leaders how to provide the service excellently. The second factor is inspirational motivation in which the leader uses emotional appeal and symbols to motivate followers (Northhouse, 2013). As an example, the March of Dimes organization uses a cute baby in need as a symbol with emotional appeal to motivate individuals. The third factor is intellectual stimulation which fosters a creative and innovative environment to challenge the followers (Northouse, 2013). We use this factor quite often in the theater to get things accomplished in a new, exciting and cost effective way. The fourth factor is individualized consideration where the leader approaches the group as a supportive coach (Northouse, 2013). Again, this approach is used often in acting and dancing classes.
Reference:
Northouse, P.G. 2013. Leadership: theory and practice. Sixth Edition. SAGE Publications, Inc.
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RE: Discussion 1
Instructor Smith
8/22/2013 10:54:50 AM
Hello Heather,
Well stated, “A personal example is the fact that I try to be the best haunted/heritage tour leader in order to show the other tour leaders how to provide the service excellently.” Modeling is like leaving footprints for other to follow.
Keep up the good work.
All the best,
Dr. Mel
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Week 4 Discussion 1
Michael Flores
8/22/2013 7:15:26 PM
Bass identified four factors that can be associated with the true transformational leader and they are as follows: Idealized influence, Inspirational motivation, Individualized consideration, and intellectual stimulation. The first one that catches subordinate’s attention is idealized influence. This is when personnel choose to have specific people follow what a person does. This is important because the shows the many differences of what a person want to emulate (Northouse, 2013). The next factor is inspirational motivation which pertains to the specific attitude of motivating people to do what is needed. This is important because it shows the importance of how specific things are important and what is necessary for the time being. Each of the different individual must be ready and willing. The next is individualized consideration which focuses on taking care of subordinates and being more a support system. The last one in is intellectual stimulation which focuses on challenging yourself with difficult task to accomplish things. This is very important and requires lots of hard work and determination.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA
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RE: Week 4 Discussion 1
Instructor Smith
8/23/2013 10:07:38 AM
Hello Michael,
Please provide examples form your own experiences.
Thank You,
Dr. Mel
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Bass’ Factors
Tammy Braswell
8/22/2013 7:56:29 PM
Bass’ Factors
Identify and explain four of Bass’ factors associated with transformational.
The four factors that Bass has associated with transformational are charisma or idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Northouse, 2013, p. 191).
The first factor is the idealized influence leaders those “who act as strong role models for followers; followers identify with these leaders and want very much to emulate them. These leaders usually have very high standards of moral and ethical conduct and can be counted on to do the right thing” (Northouse, 2013, p. 191). For example, I have one employee that admires my style of leadership and I noticed that she always try to be like me in given directives to the team members. Sometimes, it can be annoying, but I try not to let it get the best of me. I figure, there must be something special about my style or me that she wants others to see in her.
The second factor is the inspirational motivation leaders “who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization” (Northouse, 2013, 193). An example of this factor would be when I was a supervisor and I tried to motivate team members to increase their production to decrease the invoices received for payables. The way I did this was to listen to everyone’s suggestions. Then, I gave input by encouraging everyone to do his or her part for the better good of the team.
The third factor is intellectual stimulation, which “includes leadership that stimulates followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader and the organization” (Northouse, 2013, p. 193). The example that Northouse (2013), enlisted was “a plant manager who promotes workers’ individual efforts to develop unique ways to solve problems that have caused slowdowns in production” (p. 193).
The fourth factor is individualized consideration. “This leader provides a supportive climate in which they listen carefully to the individual needs of followers” (Northouse, 2013, p. 193). An example of transformational leadership that I have demonstrated is when I gave specific instructions on how I want a specific task structure done and spent a good amount of time, showing the employees how it should be done. Being compassionate and caring about showing the employees how a task should be completed is the transformational leader.
According to Northouse (2013), “The transformational leader produces greater effects than transactional leadership. Whereas transactional leadership results in expected outcomes, transformational leadership results in performance that goes well beyond what is expected” (p. 193). For example, the transformational leader is productive in seeing that everyone is on the same page in their performance and getting the job assignment completed.
Northouse, P. (2010). Leadership theory and practice (5th ed.). Thousand Oaks, CA: Saga Publications.
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RE: Bass’ Factors
Michael Hargrave
8/23/2013 12:31:41 AM
RE: Bass’ Factors
Instructor Smith
8/23/2013 10:10:18 AM
Hello Tammy,
Insightful observation,”For example, I have one employee that admires my style of leadership and I noticed that she always try to be like me in given directives to the team members. Sometimes, it can be annoying, but I try not to let it get the best of me. I figure, there must be something special about my style or me that she wants others to see in her.” Modeling is a very good teaching method.
All the best,
Dr. Mel
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Week 4 Discussion 1
Robert Leighton
8/22/2013 8:14:06 PM
Identify and explain four of Bass’ factors associated with transformational.
Four factors associated with transformational leadership according to Bass are: Idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (Northouse, 2013, p. 191).
Idealized influence – describes leaders who act as strong role models for followers: followers identify with these leaders and want very much to emulate them (Northouse, 2013, p. 191).
Inspirational motivation – leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization (Northouse, 2013, p. 193).
Intellectual stimulation – stimulates followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader and the organization (Northouse, 2013, p. 193).
Individualized consideration – leaders who provide a supportive climate in which they listen carefully to the individual needs of the followers (Northouse, 2013, p. 193).
Give examples from your own experiences or observations that illustrate the use of two of these factors.
An example of transformational leadership in my experience is a coworker I worked with who became my boss at another job. In the coworker role he was an emergent leader in this situation. We were part of a three person teaching team who traveled across the United States teaching Weapons of Mass Destruction course. His idealized influence on the team proved to be one where were requested by many to teach their course. His respect in the field and the way he conducted himself and the expectations of the other members of the team. As we changed employers and he became my boss, I was very comfortable knowing his expectations for his followers. One of his basic rules was,” do not come to me with problems, come to me with solutions.” His expectation was perfection at everything you did. As long as you did your very best, he was pleased and helped and nurtured to help you complete the task. He would finish it but would give suggestions on how to make things better.
Contrast the expectations of transactional and transformational leaders
Transformational Leadership is concerned with emotions, values, ethics, standards and long-term goals. It includes assessing followers’ motives, satisfying their needs and treating them as full human beings. (Northouse, 2013, p. 185)
Transactional Leadership is exchanging things of value with subordinates to advance their own and their subordinates agendas. Transactional leaders are influential because it I in the best interest of subordinates for them to o what the leader wanted (Northouse, 2013, p. 195).
Transformational leaders are concerned for the welfare and development of the their subordinates, whereas a transactional leader is looking f to further benefit them.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 9781421974882.
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RE: Week 4 Discussion 1
Instructor Smith
8/23/2013 10:13:09 AM
Hello Robert,
Outstanding example, “An example of transformational leadership in my experience is a coworker I worked with who became my boss at another job. In the coworker role he was an emergent leader in this situation. We were part of a three person teaching team who traveled across the United States teaching Weapons of Mass Destruction course. His idealized influence on the team proved to be one where were requested by many to teach their course. His respect in the field and the way he conducted himself and the expectations of the other members of the team. As we changed employers and he became my boss, I was very comfortable knowing his expectations for his followers. One of his basic rules was,” do not come to me with problems, come to me with solutions.” His expectation was perfection at everything you did. As long as you did your very best, he was pleased and helped and nurtured to help you complete the task. He would finish it but would give suggestions on how to make things better.”
Thank you for sharing
All the best,
Dr. Mel
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Week 4, Discussion 1
Scott Richardson
8/22/2013 9:40:06 PM
Identify and explain four of Bass’ factors associated with transformational
.
Bass’ factors associated with transformational leadership are: Idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (Northouse, 2013, p. 191). Idealized influence is the influence of leaders who act as strong role models for their followers. Others identify with the influence of these leaders and try to emulate their behavior (Northouse, 2013). Inspirational motivation is the influence of leaders who communicate high expectations to followers. These leaders inspire others through motivation to become committed to and a collaborative vision in the organization (Northouse, 2013). Intellectual stimulation is the influence of leaders that stimulates followers to be creative and innovative. Further, this influence challenges the beliefs and values of members and leaders of the leader and the organization (Northouse, 2013). Individualized consideration is the influence of leaders who provide a supportive climate where leaders listen to followers’ needs (Northouse, 2013).
Give examples from your own experiences or observations that illustrate the use of two of these factors.
The experience of transformational leadership I will use is one involving a merged group of firefighters. In 2009, our fire department merged with another and as a result, firefighters from all 17 stations were relocated throughout the jurisdiction for a better standard of coverage. I was moved to a new station, with a new Engineer (driver/operator), three new firefighters, and a new paramedic. I began the shift change meeting with the following: “While each of you may report to me, and I may do your evaluations, make no mistake, I work for you…My job is to make sure you all get home safely to your families after shift. I take that extremely seriously and expect you to as well. WE are a team that functions collaboratively, at all times. Many situations are open to group discussion; on the fire ground, clear, concise communication will be the expectation. Critique and improvement will follow. We will learn something on every call, every day, together…”
This approach has worked throughout my career as an example of inspirational motivation. I learned this from extraordinary leaders such a General Colin Powell. Not every member of my crews has agreed with this philosophy. Those that have collaborated as a member of the team have been successful.
Contrast the expectations of transactional and transformational leaders
Transformational leadership involves such personal components such as ethics, morals, values, etc. Transformational leaders assess follower’s motives and determine a way to satisfy needs. Conversely, transactional leadership is when a leader exchanges something of value with subordinates to advance agendas of their members. Transactional leaders are influential because of reward exchange (Northouse, 2013). In short, transformational leaders are their subordinates; transactional leaders are concerned with themselves.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications.
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RE: Week 4, Discussion 1
Instructor Smith
8/23/2013 10:20:56 AM
Hello Scott,
Outstanding, “I began the shift change meeting with the following: “While each of you may report to me, and I may do your evaluations, make no mistake, I work for you…My job is to make sure you all get home safely to your families after shift. I take that extremely seriously and expect you to as well. WE are a team that functions collaboratively, at all times. Many situations are open to group discussion; on the fire ground, clear, concise communication will be the expectation. Critique and improvement will follow. We will learn something on every call, every day, together…”
This is the servant leadership model . I have used this leadership model with much success as a public safety leader.
Thank you for sharing,
All he best,
Dr. Ml
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Bass’s Factors
Jason Harper
8/23/2013 10:09:02 AM
Transformational leadership and Transactional are different based on the expectations of the followers. Transactional leadership is based primarily on extrinsic reward. Leaders identify and communicate employee’s role and task requirements and reward (negative or positive) based on performance. Follower productivity is increased through effectively setting goals, managing the progress of goals to be achieved and “rewarding or punishing people for their level of goal accomplishment”. (Kinicki & Kreitner, 2009, p. 358)
Transformational leadership is based on follower’s intrinsic rewards. Followers or subordinates are motivated to trust, be committed and work according to the needs of change within an organization. Transformational leaders have a vision for what the organization can become. Their efforts are based on a series of processes and systems that give followers clear direction. According to Kinicki & Kreitner, “the best leaders display both transactional and transformational leadership to various degrees”. (Kinicki & Kreitner, 2009, p. 358)
Bernard Bass’s theory of leadership has four factors that are based on the leaders behavior. They are Inspirational motivation, Idealized influence, Individualized consideration and Intellectual stimulation. Inspirational motivation is based on “intrinsic motivation, achievement orientation and goal pursuit”. (Kinicki & Kreitner, 2009, 359) Idealized influence is based on the connection made with leaders based on trust and identifying with the leader. Individualized consideration is based on the connection made with the group or work team. Intellectual stimulation is based on members perceiving goals as important, personal levels of self-efficacy and self esteem while working towards goals.
Individualized consideration is important in the capacity of working as an Election Day Poll Site Coordinator. Individuals are encouraged to solve problems on their own. They are given the support needed to become more effective. The more they become comfortable with their assigned work the more empowered they become. It serves a greater purpose that it allows me to successfully manage the requirements of the work site including the facility and meeting the voters needs.
My past supervisor was the Director of the Education department within the Health Services agency I worked for. She was instrumental in increasing staff members level of self-efficacy and their self esteem. She acknowledged staff members strengths and offered them ways in which to conquer their weaknesses. Her enthusiasm and excitement about getting work done led staff members to believe they could effectively accomplish goals.
Kinicki, A. & Kreitner, R. (2009). Organizational Behavior: key concepts, skills & best practices. Pp. 358-359. The McGraw Hill Companies, Inc.
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RE: Bass’s Factors
Instructor Smith
8/23/2013 10:23:53 AM
Hello Jason,
Excellent example, “My past supervisor was the Director of the Education department within the Health Services agency I worked for. She was instrumental in increasing staff members level of self-efficacy and their self esteem. She acknowledged staff members strengths and offered them ways in which to conquer their weaknesses. Her enthusiasm and excitement about getting work done led staff members to believe they could effectively accomplish goals.”
Thank you for sharing,
All the best,
Dr. Mel
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