Why should you read this paper?
If your organization is like most others, there is a pressing need to develop leadership that produces exceptional results in every aspect of your business. You are probably also interested in the type of leadership that makes your firm a great place to work. This paper will introduce you to a model of leadership that provides a framework that will help you to do both of those things.
What is it?
“Leadership That Matters” is the title of a book by Sashkin & Sashkin (2003), which describes an integrated view of leadership. By integrated we mean it is a synthesis of the work of several of the more prominent modern leadership thinkers. It is a complete theory or model of leadership that is unique in three ways. First, it is research based and utilizes a wide range of academically sound information sources. Second, it focuses on leadership behavior, leadership characteristics, and the social context of leadership, while most other current approaches incorporate just one or two of these factors. The third difference in this model is it’s view of the purpose of leadership, which says that leaders not only provide “vision” but they create conditions that enable followers to make meaning in their lives. This view is very powerful and goes beyond the idea of just motivating followers to accomplish the goals set by the organization.
Why is this important?
Most organizations talk about leadership in a very vague sense as if everybody knows what it is and knows how to exhibit it. Most organizations bemoan their lack of leadership and part of the cause of that deficit may be that they have never clearly defined what leadership means in an operational context. That means being very specific about what it is that people do that demonstrates leadership. It is very difficult to develop what you can’t define. The end result of this confusion is that everyone has their own view of what comprises leadership and lots of ad hoc development programs are run in different parts of the organization, none of which are in alignment with each other. Leadership training and development becomes the flavor of the day with no overall organizing structure or model to build toward. Part of the elegance of “Leadership That Matters” is that it is operationalized by an instrument called The Leadership Profile (TLP), which describes a complete leadership model in ten dimensions and then breaks those dimensions down into 50 very specific, observable behaviors that can be developed.
Leadership That Matters – The Model
Transactional or Transformational leadership?
In a very broad sense most modern leadership thinkers agree that there are two types of leadership. This two-part leadership thinking began with the work of James McGregor Burns challenging book in 1978, titled “Leadership”. Transactional leadership, or what some would call good management, consists of those things that leaders do that influence followers by means of a transaction. This is the day-to-day nuts and bolts of the leadership job. The leader defines the work and is clear about what the rewards are (pay, benefits, recognition, etc.) and the follower completes the transaction by providing effort and performance. Really good leaders understand what benefits and rewards people value, make it clear what must be done to receive them, and help followers develop the skills and confidence necessary to be successful. Solid transactional leadership is critical to all successful performance.
Transformational leadership goes far beyond this and involves a strong personal identification between the follower and the leader. Transformational leaders work to define shared values and beliefs. They enable followers to commit themselves to organizational goals and they help them to develop strategies for accomplishing those goals. Transformational leadership empowers followers to go beyond self-interest and often influences them to perform beyond expectations, both their own and the organizations. This type of leadership enables a culture of high performance while at the same time making the organization a great place to work.
The two transactional leadership scales that are part of this model evolved from the work of Blake & Mouton and Hersey & Blanchard and focus on developing supportive follower relations, providing clear task direction and coaching, knowing what to do when, and providing fair reward policies.
Scale 1 Capable
Management Capable managers make sure that people have
the knowledge, skills, and resources they need and make sure that people know
what is expected of them. This scale
measures those basic day-to-day administrative/managerial tasks that are
necessary for efficient functioning.
Scale 2 Reward Equity Good managers know what rewards followers value, and they deliver those rewards in exchange for good performance. This scale measures the extent to which goals are made clear and valued rewards are delivered for goal accomplishment.
The four transformational leadership behavior scales were developed based on the substantial research work of Warren Bennis, Bert Nanus, Jim Kouzes, and Barry Posner. Marshall Sashkin and his colleagues have done twenty plus years of research and development on identifying what all this research had in common and then fine tuning these scales in the latest version of the TLP.
Scale 3 Communications Leadership Good leaders pay close attention to those with whom they are communicating. They focus on key issues as well as pay attention to follower’s feelings. In the process of getting complicated ideas across clearly they often use analogies and metaphors. Overall this scale assesses the leaders ability to direct attention through especially clear and focused interpersonal communication.
Scale 4 Credible Leadership Effective leaders establish trust by taking actions that are consistent with their words. They keep commitments and promises. This scale measures their perceived integrity.
Scale 5 Caring Leadership This scale deals with respect and concern for others. This is about understanding individuals’ unique qualities and abilities and valuing the differences between them. These leaders are able to use diversity as a strategic advantage.
Scale 6 Creative Leadership A lot of people talk about “reasonable risk taking”. Transformational leaders don’t take undue risks. They create opportunities for people to succeed. They prepare followers extremely well and then encourage them to accept the challenge. When one does fail, they capitalize on the opportunity to help them learn how to do better in the future.
The four transformational leadership characteristic scales include three crucial personal characteristics based on the work of Bandura and Seligman, McClelland and House, and Elliot Jacques. It also includes a final scale, which assesses the leaders ability to draw on all of these factors to create an organizational culture based on the work of Talcott Parsons and Edgar Schein.
Scale 7 Confident Leadership This scale deals with self assurance or efficacy. Leaders who demonstrate this believe that they can make a difference and that they control their own fate. They also are able to instill this same self-confidence in followers.
Scale 8 Follower-Centered Leadership This scale deals with the positive use of power and is the differentiating factor between charisma and transformational leadership. One my be extremely charismatic and use power for their own selfish reasons. The transformational leader uses power in a positive way to see that organizational goals are accomplished. This involves sharing power with others and seeing others as empowered partners, not as pawns to be manipulated.
Scale 9 Visionary Leadership This scale measures a leaders ability to deal with complexity and future time spans. Transformational leaders are able to clearly express a future for the organization. They know what actions are necessary to achieve that future vision and they involve followers in the process of leading the organization there.
Scale 10 Principled Leadership The effective transformational leader works to build a positive culture focused on shared values and beliefs that reflect the important and fundamental issues faced by members of the group. This includes managing change, achieving goals, developing teamwork, and creating consensus as to what values and beliefs should guide everyone’s actions. This culture is a large part of what makes the organization a great place to work.
Summary – So what?
It is the author’s belief that every leader in every organization has the capability to be a better leader than they are today and that understanding and capitalizing on that fact is the key to maximizing the return on the largest investment that most organizations have, which is their people. A fringe benefit of developing this type of leadership is that it makes your organization a much better and much more rewarding place to work for everyone in it. The development of this type of leadership starts with understanding this transformational leadership model and continues with assessment, feedback and development plans for almost everyone in the organization.
For more information on exactly how to do this contact Dr. Jim Stryker at Leadership Perspectives, Inc. by email at Jstryker@LPI1.com or voicemail at 703-629-8977. For a more in depth understanding of “Leadership That Matters” read the Sashkin & Sashkin book published in 2003 by Berrett-Koehler. The ideas and descriptions contained in this paper are taken substantially from that book and from the TLP developed by Sashkin and Rosenbach.