Critique of Transformational Leadership
PAPER: Journal Article | Arnold, K.A. and Loughlin, C. (2010) Individually considerate transformational leadership behavior and self sacrifice. Leadership & Organization Development Journal, 31(8) pp.670-686 |
UNDERSTANDING OF THIS PAPER AIM/PURPOSE OF THIS PAPER | The aim/purpose of this paper is:a) To investigate how and to which extent leaders engage in individually considerate transformational leadership behavior with focus on the developmental, supportive and self sacrificial aspects of this behavior. b) To investigate the degree of Developmental versus Supportive aspects of Individual Consideration as a major component of transformational leadership style. |
METHODS USED IN THE RESEARCH Research Methodology used: | Qualitative | Data Type: | Primary data: Semi-structured telephone interviews and discussion with key informants. Secondary Data: Review of written material from the public sector organizations related to leadership training and development program | Population sets: | Senior Leaders in both public and private sectors from five (5) provinces in Canada which consisted of both males and females. | Sources of Information: | Senior Leaders, written reports and key informants | Sample used: | Canada = 51 senior leaders; 30 in the private sector (11 females and 19 males) and 21 in the public sector (10 females 11 males). | Sampling method: | Purposive sampling technique which is a form of Nonprobability sampling | Data collection method: | Telephone interviews, written reports in regards to the context and discussion with key informants. | Data Analysis Method: | a) Blended Grounded Theory: Theory derived from data, systematically gathered and analyzed through the research process (Bryman & Bell,2007) b) Content Analysis through the use of Nvivo 7.0 software |
SUMMARY OF FINDINGS
Findings of this research include the following: * Leaders tend to engage more in the supportive aspect rather than the developmental
UNDERSTANDING OF THIS PAPER AIM/PURPOSE OF THIS PAPER | The aim/purpose of this paper is:a) To investigate how and to which extent leaders engage in individually considerate transformational leadership behavior with focus on the developmental, supportive and self sacrificial aspects of this behavior. b) To investigate the degree of Developmental versus Supportive aspects of Individual Consideration as a major component of transformational leadership style. |
METHODS USED IN THE RESEARCH Research Methodology used: | Qualitative | Data Type: | Primary data: Semi-structured telephone interviews and discussion with key informants. Secondary Data: Review of written material from the public sector organizations related to leadership training and development program | Population sets: | Senior Leaders in both public and private sectors from five (5) provinces in Canada which consisted of both males and females. | Sources of Information: | Senior Leaders, written reports and key informants | Sample used: | Canada = 51 senior leaders; 30 in the private sector (11 females and 19 males) and 21 in the public sector (10 females 11 males). | Sampling method: | Purposive sampling technique which is a form of Nonprobability sampling | Data collection method: | Telephone interviews, written reports in regards to the context and discussion with key informants. | Data Analysis Method: | a) Blended Grounded Theory: Theory derived from data, systematically gathered and analyzed through the research process (Bryman & Bell,2007) b) Content Analysis through the use of Nvivo 7.0 software |
SUMMARY OF FINDINGS
Findings of this research include the following: * Leaders tend to engage more in the supportive aspect rather than the developmental
References: * Individual consideration has been characterised as behavior that allows transformation to occur in this article. This has shown a dysfunction as it takes more than consideration but also involves influence and stimulation as seen in Mullins (2005). * Key authors who have contributed in one form of the order to this field of knowledge has been referred to however the one man who first brought about the Knowledge of transformational leadership James Burns (1978) wasn’t referred to. Mullins, J. (2005) Management and Organisational Behaviour. 7th Edition. Essex, Pearson Education Limited