Transformational Leadership
Basic survival motivation can be stated in terms of the Maslow pyramid of self actualization (Maslow, 1943). It states that as long as the basic needs are met as in the case of a basic paycheck, then in pre industrial business that was all that was deemed necessary. Business soon found it necessary to pursue other forms of employee motivation as the industrial revolution progressed. The Parent verses Child style of leadership, or Transactional Analysis (Berne, 1964), was found to not work as a form of leadership style for motivation. Walt Disney a transformational leader, provided an example of employee motivation. The Transformational leadership approach is an effective means of addressing employee motivation.
Before the Industrial Revolution, no one seemed to be preoccupied with motivation problems with employees. Production units were small and production techniques were simple. A work day was long, but there were not many problems regarding motivation and human effort utilization. When Industry grew, with the growth of capital, machinery and factories, a productivity increase was imminent. The employees then became another element of the productivity process. It was believed that the best incentive, then, would be money. It was soon proposed that employees should be rewarded according to the amount of work done. During the 1930’s, Hawthorne performed an experiment to discover the effect of environmental conditions on productivity (Hawthorne, 1924). This experiment brought the concept of the importance of the human factor inside an organization and the need to humanize this relationship with the employees.
Hawthorne’s main conclusions were: work is typically a group activity; workers don’t react as an isolated individual; administration needs leaders that are capable of understanding, communicating and persuading; people are motivated, essentially, by the need of group work.
Elton Mayo also found out that employees looked for more than only money as stimulation to good work. They wished to feel like an important part of the group they were inserted in. It was then that Human Relations were brought to the workplace scenario. Mayo’s work proved that productivity increased because workers had a personal value feeling added to their work experience (Mayo, 1933).
A worker can be perfectly trained and apt to perform a job, have all the tools needed, be in a good work environment but that alone is not enough to guarantee, beforehand, that the worker will perform those tasks to their best. The mysterious quality that will take that person to perform their tasks at their best is directly related to their motivation on the company. A highly motivated person tends to work harder to achieve company goals. With full understanding and ability for the job, that person also tends to be highly productive. With the impact of the Human Relations Theory, old concepts such as: formal organization, and/ or discipline started to be substituted for informal organization, leadership, motivation, etc. The biggest contribution given by Human Relations Theory, (Mayo,1933), was pointing out the need of good human relations in the workplace, the administration focused on participation, where people could have a more dynamic role. Because of that theory, leaders that wanted to improve the treatment given to people started to appear. They also proposed a friendlier, more motivated workplace, and the workplace, started to appear.
During the Neo Classic Industrial Era, the Behavior Theory was developed and took over the Human Relations Theory. The Behavior Theory brought new concepts about motivation, leadership and communications, altering the paths of administrative theory, making it more human and pleasant. Maslow, affirmed that “there are five systems responsible for a big part of our behavior”. He divided them by importance, from the primitive to the most civilized and mature: biological, security, social, esteem, self-fulfillment. In 1960, Douglas McGregor brought out the importance of understanding the relation between motivation and behavior. He believed that managers motivated employees through two basic approaches, denominated theories X and Y. Traditional theory, X, suggests that leaders should obligate and threaten employees in order to motivate them. The alternate philosophy, Y, believed that people are capable of being responsible. They don’t need to be controlled by their leader in order to have a good performance. They can use motivation without imposition.
When studying motivation, it is also necessary to comprehend the difference between needs, incentives and motivations. Needs are the individual’s necessities and desires. Incentives are objects and behaviors that complement and satisfy the needs. Motivation is an attitude. In other words, it is unlikely that you can be motivated or motivate someone else and still keep your motivation in compatible levels with the desired performance if the personal commitment to do it is inexistent (Vieira, 2005). The word motivation is originated from the Latin “motivus”, which means “a moving cause”. To be motivated is having the desire to move, whether if it is towards the refrigerator to look for food when you’re hungry or towards a better position in the company you work for. According to Romano, “motivation is an internal drive that activates behavior and gives it direction.” (Romano, 2001). Every action, except for involuntary reflexes, such as the blink of an eye, is motivated. There are several theories about motivation and how it can improve the results in the work location. This paper has the intention of exemplifying how motivation can be achieved through a specific type of Leadership: the Transformational Approach.
The first question that must be asked is “What is transformational leadership”. As we learn and discovery what consists of transformational leadership, we must first look at the history and origin of the transformational leadership theory. Transformational leadership was first mentioned in 1973 in J.V. Downton’s work, Rebel Leadership: Commitment and Charisma in a Revolutionary Process. Although it was first mentioned in Downton’s work, the theory of transactional leadership it was not recognized until 1978, from the work of James MacGregor Burns. In his work, Leadership, Burns focuses on connecting the relationship between leaders and followers (Northouse, p. 176).
In Burn’s work, leadership was separated into two categories: transactional and transformational leadership. Burns concludes that transactional leadership is the majority type of leadership that occurs because it is a process that involves exchange between leaders and followers, while transformational leadership occurs based on the interactions and relationships formed between leaders and followers (Northouse, p. 176). We must recognize transactional leadership as an effective style that is also capable of enhancing transformational leadership when used correctly, but must bring closer attention to our primary focus on transformational leadership. As we focus on transformational leadership we must look at the definition of transformational leadership.
Transformational leadership is defined in Northouse as: “a process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.” This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential,” (Northouse, p. 176).
This definition of transformational leadership describes how a leader can inspire followers based on the bond and relationship created between each other, and how a leader can share and heighten the level of moral of the follower due to both the leader and follower sharing a common goal or motive that is classified as “important and worthwhile.” As we look deeper into the composition of transformational leadership, we realize that transformational leadership focuses on helping followers to improve themselves while simultaneously helping them to reach their greatest potential. We recognize that transformational leadership consisting of four items. These four items are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It is through these items that transactional leadership is able to help followers improve themselves while simultaneously helping them to reach their greatest potential. Simultaneously during this stage, a leader undergoes through a change and is affected as well (Northouse, p.181).
Idealized influence consists of the type of leaders that are greatly admired and respected by their followers. The path to success in using idealized influence is that the leader puts the needs of the followers before their own personal needs. (Williams, 2004) Through the actions of their leaders, followers strive and want to become like their leaders. This explains the idealized influence found in transformational leadership. Our next item is inspirational motivation
Inspirational motivation involves leaders interacting and communicating greatly with followers by inspiring them through motivation to become committed and a part of a shared vision. Through inspirational motivation, great team spirit is strengthened by this type of leadership (Northouse 183). Our next item consists of intellectual stimulation.
Intellectual stimulation involves a leader allowing followers to make decisions based on their own judgment and reasoning. Followers are able to become more creative and resourceful with their ideas and inputs. This helps to stimulate productivity and resourcefulness from followers. Along with productivity and resourcefulness, a stronger bond between fellow followers can be established through team work and through the exchanging of ideas. Our next item is individualized consideration.
Individualized consideration involves a leader closely observing followers as well as by acting as a coaching figure who is supportive when necessary. This type of involvement between a leader and follower depends on the individual growth and development of each follower. By observing each follower closely one by one, a leader is able to determine what type of coaching is necessary for each individual. Each follower is different from one another and this factor is taken greatly into consideration when a leader observes a follower. Understanding this important factor helps in determining the best possible action necessary at a given point and time. This is our final item that transformational leadership is consisted of and it explains how individualized consideration is an integral part in supporting transformational leadership in both leaders and followers.
Through our four vital items: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, we are able to clearly see how the transformational leadership theory is formed and established through both leaders and followers. While the transformational approach to leadership is an effective means of influencing employee motivation in theory, leaders often find that their style of leadership seldom harmonize with the theoretical principles of transformational leadership. This type of leadership requires true devotion to its principles and furthermore, the modeling of those principles in a very consistent manner. As such, there are only a select few leaders, past and present, who were truly successful in affecting social and organizational change by using the transformational approach. Each was charismatic and gained the respect of their followers. These role models were inspirational individuals whose visions appealed to the masses and through their actions, built and fostered interpersonal relationships with followers (Chemers, 86).
Walter Elias Disney is truly an American legend. His name alone has so many meanings to millions around the world. Beginning from the start of his career as an animator until the final projects he oversaw, Disney had an overwhelming sense of perfection in all that he did. Blending creativity and innovation into his ideas, this visionary produced the highest quality of entertainment, forging new frontiers in animation, motion pictures and family experiences. Although he saw many failures during his life, he also experienced many successes, all of which can be attributed to his personal drive and passion to create a superior product. While at first Disney may not have been the best leader or manager, he certainly exemplified the core principles of transformational leadership.
Disney was a man of great character. Being raised in the Midwest, he was known to be highly ethical and charismatic (Williams, p.82). In fact, Pat Williams in How to Be Like Walt reports:
Former Disney CEO E. Cardon “Card” Walker remembered Walt as “a creative guy who had great ability and great character. He produced upbeat, positive material that is as popular today as it was decades ago. Why? Because it is timeless and true, reflecting Walt’s own strong character values and personal integrity.” (Williams, p. 98)
Disney was also very inspirational. He had extraordinary visions and ideas. Furthermore, he effectively communicated those ideas to his subordinates and rallied great team spirit, all of which are characteristics of a transformational leader. He always looked toward the future and never lost sight of the big picture (Williams, p. 84). Those who worked with him on the Florida and California theme parks were always amazed at how all of the small segments of the project would align with Disney’s master plan (Williams, p. 83).
It is important for a transformational leader to encourage and empower his or her followers to be creative and innovative (Northouse, p. 183). Walt Disney always saw potential. “Walt always wanted you to find something wonderful in yourself, to believe in it and consider it God’s gift to you.” (Williams, p. 87). Disney always asked for feedback after animated cartoon segment production and made each a model of perfection. Disney had the ability to find hidden talents and bring them out in people (Williams, p. 86).
Finally, transformational leaders create a supportive environment for subordinates. Walt did this by acting as a coach and often as a mentor to his followers. He realized that nothing he could ever dream up, could be done alone. Therefore, he truly embraced the people aspect of his business and made every effort to support and empower them. “He understood that the success of his staff reflected well on him, and enhanced his own reputation and accomplishments” (Williams, p. 90).
Walt Disney was a true transformational leader. His integrity and character gave him credibility and respect from those who worked with him. His ability to inspire creativity in his staff paired with his demand for excellence produced timeless classics and successes far beyond his time. Ken Annakin says of Walt Disney in How to Be Like Walt by Pat Williams:
The key to Walt’s success was his ability to attract people to his cause, inspire them, and motivate them to work with him on his dreams. He sold people, and they bought in and became loyal followers. They’re still following him and they miss him to this day(Williams, p. 86).
Walt Disney Theme Parks and Resorts have had a reputation of having the most motivated and service-oriented workforce (Patton, 1997). Although Walt Disney has passed away, his legacy and vision for the ideal theme park still lives on. The cast members who work for the Walt Disney Company certainly exemplify the followers of a transformational leader. Therefore, a transformational leader may not always have to be a person. These leaders can also take the form of a company and the type of environment it values and creates for its employees.
The Walt Disney Company of today, still highly influenced by the traditions and beliefs of Walt Disney, has a certain charisma and is certainly a role model in the business community. Most of its cast members respect the company and understand what it stands for. The company also has a set of high moral standards it complies with. In fact, the company publishes a Standards of Business Conduct booklet which it distributes to each new Cast Member and expects full compliance.
Like its founder, the Walt Disney Company is known for its inspirational dedication to guest service and superior entertainment. Known world-wide for the business and operational standards it holds itself to, other businesses and organizations look to the Company as a model for excellence. Consequently, Cast Members are equally as inspired and are compelled to provide excellent show quality in the roles they perform.
The Walt Disney Company is also famous for its innovation and creativity. Animated fairy tale classic films, computer graphic animation, attraction technologies, entertainment innovation and a complex network of communication media have proven that the Company fosters innovation and creative thinking. After all, the company’s founder was revered as one of the most innovative and forward-thinking individuals of his time.
Managers and other leaders at the Walt Disney Resort model the final aspect that is the foundation of the transformational approach to leadership. In any given work location, cast members are in a supportive, non-threatening environment. Managers are available to listen or offer advice regarding work, education and career development.
Transformational leadership can be applied to enhance motivation in the workplace. Jen Jacobs, Recreational manager of Disney’s Yacht and Beach Club Resort and Harry Potter of the Harry Potter series apply inspirational motivation and individual consideration when displaying their transformational leadership.
Jen Jacobs shows idealized influence, intellectual stimulation, and individualized consideration which are all part of a transformational leader. Jen is known by all of the life- guards as someone that they can respect and trust. If any of the lifeguards have a problem with a manager they know that Jen will be there for them. Each day Jen is at the meeting the lifeguards have before they go out into the work area and everyone gives her their full attention that she deserves because she is respected. She also provides intellectual stimulation. When someone has a one-on-one with Jen, she gives each person the opportunity to think about their problem at their workplace and gives suggestions on how to solve these problems. This is an important factor because in order to make the workplace better the problems need to be solved correctly with the input of the people directly involved.
Jen also provides individualized consideration to her cast members. When she has one-on-one meetings with her cast members Jen asks them information about themselves so she can get to know them well. She also encourages them to talk to her if they have problems. These problems do not have to be about work but they can be about personal issues. She is genuine and makes everyone feel comfortable.
Each week morning Jen Jacobs inspires and motivates the guards of Disney’s Yacht and Beach Club Resort by reporting the weekly ratings the recreation portion of the resort is receiving. The ratings, which are reported in percentages, are always stated positively. Jen encourages the lifeguards to strive for higher ratings. She believes strongly that the lifeguards at the resort are an important factor in guest satisfaction in the recreation department. She stresses that smiling is one of the most positive influences that a cast member (lifeguard) can have with a guest.
Through the Disney Basics Pilot Program at Disney’s Yacht and Beach Club Resort Jen is able to motivate the Recreational Cast Members by giving them gold tokens for good guest service and contact. This allows the Cast Members to use the gold tokens to purchase special items from a vending machine. These gold tokens focus on the emotional appeal of vision and mission of each Disney Cast Member. The tokens allow each Cast member to focus on their individual goals for guest service, and reward the Cast members for these individual achievements.
Jen encourages Cast members to act without self interest by showing them how important it is for the guests to have the best vacation at the Yacht and Beach Club as possible. Jen gives examples of how other Recreational Cast members are able to provide guests extra special treatment. She continues to have high ethical standards, show model behavior to her Cast members, and she also provides vision and mission. These factors prove that Jen Jacobs is a transformational leader.
Harry Potter shows the transformational leader characteristics of idealized influence, intellectual stimulation, and individualized consideration. Many wizards and witches respect Harry, what he believes in and they want to follow him. A radio program called Potterwatch is an example of how others believe in Harry and what he stands for. Potterwatch does this because it allows others to secretly communicate what they believe in, while Voldemort is gaining power once more (Rowling, p. 438). Harry gives his followers the chance to engage in intellectual stimulation. This means that when Harry cannot carry out a task on his own, others can help with the problem at hand. Harry is able to provide Ron with enough information for Ron to save Harry at a time in need. Harry dives into a pool to retrieve the sword of Gryffindor with the Horcrux around his neck. Ron had enough intellect from the advice that Dumbledore gave to Harry that Ron was able to save Harry. This allowed the mission that Harry, Hermione, and Ron were given to continue (Rowling, p. 370).
Individualized consideration is also made by Harry Potter. Harry always has a caring manner toward his followers. He cares about their individual personalities, and he knows how far their limits are. Harry was able to allow Ron and Hermione to destroy the Hufflepuff’s cup which was a Horcrux (Rowling, p. 625). They were able to do this individually without specific direction from Harry. On the other hand, Harry also gave Neville Longbottom the task of destroying Nagini, the snake, the final Horcrux. In this instance, Harry gave individual consideration for Neville’s limits. Yet, Harry directly gave Neville instructions that it was his duty and right to kill Nagini with a degree of structure (Rowling, p. 696). These are all examples of how Harry Potter is a transformational leader.
Harry Potter is also a transformational leader who uses inspirational motivation as a leader. As a leader of the many wizards and witches, Harry communicates high standards to his followers such as Ron and Hermione. He displays these standards while protecting the wizard and witch community. It is important for Harry to set these standards because the goal that he has is to defeat the powerful Voldemort. The tasks that Harry has to accomplish continue to place pressure on him to succeed.
To accomplish his goals Harry treats his followers with respect. He understands that everyone has their own opinion and listens when they have an idea. For example, Harry, Hermione, and Ron all vote on whether they should visit Mr. Lovegood to find out more about an important symbol. In this case, Ron and Hermione both vote to visit him while Harry does not. Even though it was not Harry’s idea to visit Mr. Lovegood he still motivates Ron and Hermione to follow what they believe in. They end up visiting Mr. Lovegood who has valuable information for them (Rowling, p. 396).
Harry inspires his followers to focus on the emotional appeal of vision and mission. Harry fights hard for what he believes in. It is important to Harry that his followers believe in the same thing that he is fighting for. He appeals to the emotions of others when he talks about trying to save the wizard world from Voldemort. He persuades Mrs. Weasley that it is important for Ron, Hermione, and himself to follow though with Dumbledore’s mission (Rowling, p. 88). Harry appeals to Mrs. Weasley by telling her that it was Dumbledore’s wishes for him to go on the mission. She is not able to argue with the appeal of vision that Harry has because deep in her heart she knows that it is possible for the boy that lived to save the wizard world from Voldemort.
Harry discourages self-interest as a part of his transformational leadership. Harry is selfless in his actions. To prove his selflessness, he allows Voldemort to “kill” him so that the wizard world can survive without the evil of Voldemort (Rowling, p. 704). This proves to Harry’s followers that in order to accomplish a task one must give of themselves. Ron, Hermione, and many others also are selfless and risk their lives for others. Harry Potter is a leading boy who represents a transformational leader and a motivator.
The study of leadership came out of industrial factories and the need to motivate employees to increase productivity or to just stay in business. The basic paycheck was not enough to keep productivity going nor was the Parent and Child game of leadership productive. Walt Disney is like Harry Potter in that they are both Transformational leaders and provide us with an excellent example of how to motivate employees today.
Whatever we accomplish is due to the combined effort. The organization must be with you or you don’t get it done… In my organization there is respect for every individual, and we all have a keen respect for the public.”
—Walt Disney
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