Replying to LO26615 --
>What are the key connections between transformational/transactional
>leader in organizational contexts? Does anyone have any ideas?
Felicia,
In order to discuss the differences it is helpful to look at the steps all
leaders must take t lead the troops. Then compare the methods and
priorities. If any one of these steps is missed or done poorly the
followers will not act together. This list can be used as a basis for
analysis of failed change efforts Please think of the steps separate form
the methods. Methods vary with the leader and his or her skill sets, mores
and resources. The steps of The Leadership Process are:
1. Take the time to establish worthy purpose, direction, and expectations.
2. Align the interests of the organization and the individual. Shows
people how to fill their individual needs by meeting the needs of the
organization.
3. Provide the resources required.
4. Encourage mastery of personal skills. Demonstrate personal mastery
relevant to the purpose and encourage others to master theirs.
5. Seek and provide feedback for:
. Teaching Progress
. Discipline Learning Involving in the pursuit.
6. Promote candid exchange and real communication. Trust to be trusted.
7. Use intuition to set realistic but high and idealistic expectations
The following are just beginning of the difference between change leaders
and other leaders It is based n my experience with change, and helping
others lead change.
1. Take the time to establish worthy purpose, direction, and expectations.
A change leader has a picture of the way things should be that is
different than the prevailing perceptions. This vision may relate to
management methods or markets or what ever but it is different. He or she
must believe in it strongly enough to live it and adjust personal behavior
to align with this different belief. A leader of the status quo has a
perception that the way things are is ok so this is a minor priority
2. Align the interests of the organization and the individual. Show
people how to fill their individual needs by meeting the needs of the
organization A change leader communicates the new purpose, direction and
expectations and explains how it is in the best interest of everyone to
adopt the new vision. The change leader acts on the vision, promotes
supporters, ignores resisters or eliminates them, etc. His or her belief
must very strong to overcome the tendency of an organization to continue
on in the same direction and to keep him self focused.
3. Provide the resources required.
A change leader must provide whatever resources are required from money to
training to space etc. The resources must be reallocated and supplemented to
me the new direction and needs expressed by the new vision.
A static manager need only repeat the history.
4. Encourage mastery of personal skills. Demonstrate personal mastery
relevant to the purpose and encourage others to master theirs. A new
direction demands new skills. It is work for everyone to learn something
new so the leader must set an example and show the new skills are
important.
5. Seek and provide feedback
A change leader must be n the constant alert for misunderstandings,
diversions, need for new information, need for new skills etc. Consequently
he or she must listen intently to the followers and act on the information
gathered. He must also reinforce the new purpose.
6. Promote candid exchange and real communication.
A change leader must have honest exchange between the followers and him or
her self. With out that the progress of the change cannot be charted and
problems may be covered up. Lack of candid communications is always a
problem but is worse in change situations because staying the course is more
important and know where you are is more necessary.
7. Use intuition to set realistic but high and idealistic expectations
This is very difficult for the change leader because the organization is
going into new territory and the past is not a reliable predictor of the
new future.
I hope this contributes to answering your question.
Gene
Eugene Taurman
interLinx
http://www.execpc.com/~ilx
--"Eugene Taurman" <ilx@execpc.com>
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