In the last few months I've written a series of articles in this newsletter on the topic of leader development. During the presidential campaign last year, many influential people viewed Barack Obama in transformational terms. Simply put, a transformational leader is someone who inspires and motivates people to perform beyond expectations. In other words, transformational leaders have an uncanny ability to get others to perform in a certain way, and to do certain things, that they never would have conceived themselves of doing without the leader's influence.
We can see why many observers felt compelled to view Obama in that light, since the mere fact of his candidacy had the potential to redefine the presidency and race relations in the US. We can also readily see how transformational leadership relates to the concept of adult development and a developmental approach to leadership, as described in this series. The following diagram gives a visual representation of the relationship between the stages of the Leadership Development Framework as conceived by William Torbert and Susanne Cook-Greuter, and the Full Spectrum Leadership model developed by Bernard Bass and Bruce Avolio, and that incorporates the components of transactional and transformational leadership.
I'm suggesting that as we develop as leaders, we move from more self-centered modes of interaction - as characterized by the Opportunist - to less self-centered modes of interaction, characteristic of the later stages of developed. I believe the Leadership Development Framework is the most complete model to date of leader development.
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Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. Presents a comprehensive analysis of organizational culture - what it is, how it develops, and how it functions in relation to managerial style and organizational effectiveness. Draws together extensive research on leadership, change, and organizational performance to help leaders make sense of the complexities and contradictions of organizational life. Presents an annotated statement of values and ethics for the OD-HRD profession the culmination of a collaborative effort among five hundred OD-HSD professionals from twenty countries.

Foreword by Edgar ScheinNow, for the first time, the writings of this pioneer are gathered in one comprehensive volume.
New Tools for Challengng the Status Quo Immensely readable, this work bolts together the image or theory and the reality of what is required to change the performance of an enterprise.
Are the best managers born that way, while the rest of us must struggle with the role and its responsibilities? Colin Powell referred to him as a "transformational figure", referring to the concept of transformational leadership, which Powell was instrumental in introducing to the US military during his tenure as Chairman of the Joint Chiefs of Staff.
Bernard Bass, the foremost researcher on transformational leadership, identified four key factors that distinguish transformational leaders from transactional leaders, pointing out that they lead to greater effectiveness and outstanding performance: inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration. Moreover, transformational leadership is usually presented as an alternative to "transactional leadership," which emphasizes punishments and - especially - rewards, as a means of influencing and motivating people. History will show whether the hopes and faith that have been put into him have been worthwhile. Simply put, a person who is psychologically very mature is more likely to be a highly developed leader. I'm also suggesting that the exercise of highly effective leadership and influence that transforms individuals, organizations, and even society at large, is largely dependent on the ability to acquire greater and greater degrees of self-knowledge, self-awareness, self-control, and self-efficacy. It provides a model that explains how we grow as leaders, what propels the development, means of progressing from one level to the next, and avoids the stigma of proposing one best way to lead based on personality traits and temperament.
I hope you've found it interesting and useful in your own efforts to evolve as a leader and to develop others' leadership. Explains how managers can come to see new possibilities for structuring organizations, designing jobs, and solving daily problems by learning to embrace and transcend paradoxes.
Offers a systematic approach for assessing real-life dilemmas and prepares professionals to choose the proper course of action. Whether the challenge is renewal or fundamental change, this book delivers real-life depictions that will help all who invest the time. According to Robert Benfari, our ability to manage effectively is based on a mix of characteristics that can be analyzed, understood and, most importantly, changed.

To the best of my knowledge, this was the first time that the idea of transformational leadership went mainstream and entered the wider public consciousness.
In the language of the Leadership Development Framework, such a person will be at least at the Achiever stage of leader development, and more likely at the higher stages, such as the Pluralist and the Strategist. It is also a lifelong roadmap, that anyone can apply, either to themselves, or to those they wish to encourage and support in their own development. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals. In this book, he identifies six ingredients of successful management and uses the Myers-Briggs Type Indicator to show readers how they can devise personality-specific strategies for improving their ability to resolve conflict, solve problems, manage stress, positively influence others, and handle difficult situations at work.
Also, that leader will tend to be an avatar of transformational leadership, rather than purely transactional leadership. Finally, it can be readily tied to the research that demonstrates the relative effectiveness of transformational leadership behaviours in comparison with more transactional ones.
Schein updates his influential understanding of culture, and lucidly demonstrates the crucial role leaders play in successfully applying the principles of culture to achieve their organizations' goals. Throughout this page-turner, archconsultant David Nadler leverages twenty years of work with many of the world's most acclaimed CEOs to provide a detailed, inside account of how they've led the most difficult and significant change efforts of our times.
Schein shows how to identify, nurture, and shape the cultures of organizations in any stage of development, and presents critical new learnings and practices in the field, including additional work on subcultures.
Case examples include initiatives undertaken at Sun Microsystems, Lucent Technologies, Xerox, Corning, AT&T and Kaiser Permanente. Engaging and inspiring, it offers leaders and managers at every level a new, field-tested repertoire of concepts, tools and techniques for understanding the dynamics of change and managing it effectively.

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