Summary
Through the work of Wang, Colbert, Courtright, and Oh (2011) in their article Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research, it was discovered that transformational leadership has a positive correlation across all performance criteria including task performance, contextual performance, and creativity performance (pg. 242). However, of these three, it seemed the most strongly related to contextual performance, which identifies those followers who engage in work behaviour that goes beyond their job roles and who contribute to the psychological and social context around the job. This is with the exception of environments where there are low degrees of interdependence and thus, where interpersonal cooperation is less critical (pg. 242, 250). Closely related, a second finding was that its effectiveness is most evident in team environments. This is accounted for by the fact that transformational leadership theory foundationally encourages leaders to emphasize ties to the collective group, function as role models, care about each individual (often providing emotional support), and generate synergy between team members (pg. 246, 251).
Main Implications
As a result of such findings, there are significant managerial implications. The first implication is that with such a strong correlation to contextual performance, an organization should start by only hiring people who would have a propensity towards contextual success, identified by having inherent personality traits contributing to this leadership style (Wang, et al., 2011, pg. 231). Bono & Judge (2004) identified such traits as extraversion and emotional strength (as cited in Wang, et al., 201, pg. 253).
Secondly, once managers have been hired who have the internal propensity for implementing transformational leadership, organizations need to invest in and develop their leaders by creating intervention programming that enhances this manager relationship style (Wang et al., 2011, pg. 253). Podsakoff et al. (1990) suggest that such programming should focus on the motivational factors described by Bass (1985) and should increase manager capacity in four ways. They should be taught how to 1) increase the social identification of the group, and 2) inspire followers to be altruistic, dedicating themselves to their jobs. They should also be 3) encouraged to internalize the goals of the collective, and to 4) ultimately serve as role models, sacrificing their own interests for the collective good (as cited in Wang et al., 2011, pg. 230). Overall, managers should have training and support to get to the true essence of transformational leadership, which Podsakoff et al. describe as being able to “enable followers to engage in extra role behaviours” (as cited in Colbert, et al., 201, pg. 232).
Finally, transformational leadership is best implemented in settings that involve teamwork and collaboration (Colbert et al., 2011, pg. 253). This is because, as Podsakoff et al. aptly note, Bass (1985) identifies that the very foundation of transformational leadership is collective. Bass describes four primary behaviours transformational leaders exhibit in a group setting. First, transformational leaders inspire motivation, by developing and articulating a shared vision. Secondly, they exhibit the behavior of idealized influence, by modeling consistent behaviour in line with the articulated shared vision. Third, transformational leaders involve followers by challenging existing assumptions and soliciting their suggestions and ideas. Finally, they authentically care about their followers, attending to their needs and treating them as individuals, thus increasing levels of trust throughout the organization. (as cited in Wang et al., 2011, pg. 230)
Principles of Ethical Leadership
As one strives to be a transformational leader, having a strong ethical foundation is key. This is especially important because transformational leaders are role models in the organization and have significant influence in the culture that is established (Wang et al., 2011, pg. 230). Northouse (2019) describes 5 key principles of ethical leadership, that contribute to the success of a leader. The first is that ethical leaders respect others (pg. 346). They never treat people as a means to an end. Rather, they listen closely, are empathetic, tolerant of other views, and allow followers to reflect their own individuality and creativity. Secondly, ethical leaders serve others (pg. 347). This stems from a servant leader perspective and is altruistic at its core. Such leaders always put the interest of others foremost in their plans, and focus on mentorship, empowerment, team building, and citizenship. They strive to remove inequalities and address issues of social justice. Thirdly, ethical leaders are just (pg. 348). They are concerned that all followers are treated in an equal manner and issues of fairness and justice are addressed. They function on the Principles of Distributed Justice, which focuses on creating an environment where there is an equal share of opportunity for all. Decisions are made based on considering individual needs, foundational personal rights, individual effort, societal contribution, and merit/performance (pg. 350). Fourthly, ethical leaders are honest (pg. 350). This is a basic value that is practiced and enforced throughout a person’s life. Honest leaders not only tell the truth, but they represent reality as fully and completely as possible, within the constraints of maintaining confidentiality. Consistent honest leadership builds trust throughout the organization. Finally, ethical leaders build community (pg. 351). Since leadership is about influencing others towards achieving a common goal, there is a need to build community among members. Within a strong relational community culture, everyone’s needs and goals are considered, and there is increased commitment to the process of meeting established goals.
Personal Application
As a leader, the principles of transformational and ethical leadership should inform and influence my practice. Two main non-negotiable ethical characteristics for me include being respectful and honest. Without these traits, any leadership style will flounder eventually. With a foundation of respect and honesty, a leader builds trust throughout the organization so that followers feel taken care of, listened to, and know that their leader will make the best decisions for all.
I can become a better leader by focusing first of all on myself and my own personal integrity. Knowing that trust flows from a leader who has strong personal ethics, I must always be making sure that I am modeling truth, fairness, justice and respect. Secondly, throughout my leadership journey, the concept of team has always been paramount for me, and I have strongly held beliefs in building common vision and developing people. By applying the principles of transformational leadership as described in the Wang et al. (2011) article, I can become a better leader in this area. In my current role there is much work to be done in building community and inspiring others towards a common goal. The first step I will take will be to demonstrate myself as one who can be trusted by listening to followers, and considering their own goals. A second step I will take will be to bring people together to listen to one another so that a culture of respect among followers can be developed. Finally, once this culture has been established, then a collaborative mechanism can be used in order to incorporate all voices in the development of a plan to achieve the common goal.
I would be interested to know other people’s stories of how they have drawn together groups to make a successful and synergistic team of envisioned people.
References:
Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270.
Northouse, P. G. (2019). Leadership: Theory and practice. Eighth Edition. Thousand Oaks, CA. Sage Publications.