|
The link to the Frontline Management (FLM) competencies and underpinning theory of
Transformational Leadership (TL)
The Rationale behind the Model:
The Developing Leaders model is based on the theory of transformational leadership underpinned by the findings of a synthesis of leadership research conducted over four years in Australia and New Zealand.
The report: Leadership Profiles Beyond 2000: How Australian Leadership is Different [ read the report...] was written by: Dr. Ken W. Parry, University of Southern Queensland.
He writes:
'The work by Bruce Avolio addresses the issues covered by the Karpin Report (1995), and presents his interpretation of the ways that Transformational Leadership can meet those challenges for Australia.
Importantly, his work also introduces the concept of transformational leadership. This is important because Bruce Avolio and Bernard Bass are the originators of the most detailed and researched interpretation of transformational leadership, and they are the creators of the Multifactor Leadership Questionnaire and the Full Range Leadership Development (FRLD) program, the principal instrument used to measure transformational leadership.
Also, their work is cited frequently by leadership researchers worldwide, an indication of the emphasis placed on transformational leadership.'
Avolio's work discusses the component aspects of transformational leadership and outlines its benefits from the individual, team and TQM perspectives.
This is done from within the context of the challenges for Australia that are outlined in the Karpin Report.
The Frontline Management Initiative (as it was called originally) was developed as a result of the findings of this report, which identified a need for improved management and leadership skills in order for Australia to become a truly competitive trading nation.
Emergent themes from his work are:
- the criticality of changes to the extant mindsets of management;
- the criticality of organisational learning;
- the importance of changing and improving the existing management workforce rather than waiting for a newly educated workforce to come forth; and
- the importance for leadership of building teams and building cultures.
Leadership is a process, not a role!
Transformational leaders are often extraordinarily successful, simply because they have greater self-awareness and understanding of people and social systems than others do.
Transformational leaders:
- Know who they are, what they think, what they feel, what they value
- Take responsibility for their part in creating the situations they face and size up situations and people accurately and quickly
- Demonstrate emotional intelligence in influencing others to fulfill their finest potential while also contributing effectively to the team and larger goals of the organisation
- Understand organisational systems and cultures, so they can engender needed change without undue resistance
- Exhibit ease in creating new visions and making them into realities
|
|
|
|
Transformational Leadership
Links & References
 |
Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker ... read more... |
|
A paper on Ethics & Authentic Transformational Leadership ...
|
|
The Kellogg Leadership Studies Project (KLSP) is a bold attempt to enrich both the theory and practice of leadership ... read more... |
|
Read an article on Authentic Transformational Leadership by Distinguished Professor Emeritus Bernard Bass Florida, USA published with permission on the Lifelong Learning web site. |
|
Classical Leadership
What is leadership? Here Michele Erina Doyle and Mark K. Smith explore some of the classical models of leadership. In particular they look at earlier approaches to studying the area via the notions of traits and behaviours, and to what has become known as contingency theory. From there they turn to more recent, ‘transformational’ theories and some issues of practice ... read more... |
|
Ivey Business School Professor Jane Howell puts transformational leadership to the test, with powerful results.
Much has been written in the popular press in recent years about the transformational style of leadership, but one key question has remained unanswered: Does it really make a difference in practice? Ivey Business School Professor Jane Howell gives a resounding yes. She has recently completed extensive research on "transformational" leaders and their impact on organisational performance and innovation, with some exciting news for managers ... read more...
|
Australian Reports linked to Leadership Development
Leadership Profiles Beyond 2000: How Australian Leadership is Different ...
The Enterprising Nation (Karpin) Report (1995) ... read more...
|
