Learning Transformational Leadership: A Pedagogical and Practical Perspective

Description

Based on empirical research, theoretical frameworks and practice examples, this book presents a deep dive into the topic of transformational leadership. In particular, it investigates whether participants in transformational leader courses will practice more potent transformation leader qualities after completion of the courses than before. It examines which elements of leadership development can describe what happens in this intervention, as well as whether there is any covariation between transformation leadership and Sternberg's learning style, and the role that a coach plays in the development of transformational leadership.   An engaging and valuable resource for students, scholars, and practitioners, the book includes pluralistic frameworks, conceptual tools, and lessons for further work. It covers exciting issues for the technical, social, and managerial professions involved in collaborative creative work across disciplines.  Acknowledgment Contents List of Figures List of Tables 1: Introduction Transformational Leadership Organizational Change Transformational Leadership in the Perspective of Mission and Vision Purpose Contribution Structure References 2: An Overview of Perspectives of Transformational Leadership Introduction Transformational Leadership An Elaboration of Transformational Leadership The Rest of the Full-Scale Model Active Management-by-Exception Passive Management-by-Exceptions Charismatic Leadership Trait Theories Summary References 3: Can Learning Style Contribute to a More Understanding of the Intervention? Learning Style Definitions The Relationship Between Cognitive Style and Learning Style Cognitive Style and Leadership Behavior Research on Cognitive Style Sternberg’s Learning Styles The 14 Individual Thinking Styles The Three Functional Styles The Level Styles The Scope Styles The Orienteering Styles The Research on Sternberg’s Learning Styles The Discussion Around Learning Style References 4: Reflection on the Value of Using a Longitudinal Mixed Method Methodological Considerations on Intervention Method and Teaching Triangulation Longitudinal Design Methodological Considerations Validity and Reliability Qualitative Validity Qualitative Reliability Quantitative Validity Representativeness Quantitative Reliability Empirical Data The Intervention Group Control Group Selecting the Control Group Limitations Instruments for Collecting Data MLQ 5x Norwegian Learning Style (LS) Test References 5: Pre-intervention Data Analysis of MLQ 5x Analysis of Learning Style LS—Intervention Versus Control (Pre) Aspects of Learning Summary References 6: Post-process: Any Changes? The Expected Result on MLQ 5x What Changes Are There on MLQ 5x from Pre to Post? Descriptions The Intervention Groups The Control Groups Changes from Pre to Post Idealized Influence (Behavior) Inspirational Motivation Intellectual Stimulation Laissez-faire Leadership Qualitative Post-survey Leadership Development: An Elaboration A Learning Aspect How Learning Is Preferred: Empirical Evidence Tells Learning with Others or Alone? Learn Something New or More from Something Familiar? Hierarchic or Anarchic? See What Has Been Learned from All Sides The Role of Coaching in Leadership Development The Coaches’ History Coachees’ Experiences Necessary Transformational Leader Competencies? Mental Models To Be Able to Create Visions Summary of the Main Findings References 7: The Why: Is the Connection Between the Leadership and Learning Styles the Answer? What Elements Explain Leadership Development? Feedback Is Structure Important in Learning Processes? What Place Does Coaching Have in the Development of Transformational Leadership? Does Reflection Play a Role in Leadership Development? Summary References 8: The Relationship Between Sternberg’s Learning Style and Transformational Leadership Theoretical Connections Between Transformational Leadership and Sternberg’s Learning Styles? Expectations for Correlations Between Learning Style and MLQ 5x Summary References 9: Learning Style: An Analysis Introduction LS: Intervention Versus Control (pre) Correlations on Learning Style and MLQ 5x The Findings for the Intervention and the Control Group A Different Angle on Learning Style Summary References 10: How Can the Use of Sternberg’s Learning Style Add Understanding to Leadership Development? Discussion About the Covariation Between Transformational Leadership and Learning Style Inspirational Influence (Attribute) Idealized Influence (Behavior) Inspirational Motivation Intellectual Stimulation Individual Consideration Laissez-faire References 11: The Ideas of Knowledge Work of the Future and the Practice of the Ideas for Future Knowledge Work Introduction How Will Digital Transformation Change the Future of Work? The Literature Review Propositions Originality and Value of the Study Research Questions Design/Methodology Corporate Findings The Dynamic Sharing Economy of the Future The Future Socio-technological Systems The Skill-based Technology The Future Workplace Education Attitudes Team Work Organizational Structure and Project Work The Pipeline The Working Landscape Working Greener Reward System Leadership Corporate Conclusion What Skills Are Needed in the Future of Work? The Future World Perspective Discussion The Other Way Around Discussion Highlights Future Framework Conclusion and the Way Ahead References Appendix A Appendix B Appendix C Index