Transformational leadership only exists, if the leader's values are present: responsibility, respect and honesty that leads them to the ability to forgive and radiate joy. Which are the beacons of light of your conscience. Freedom, inner harmony and wisdom, these, the roots of his heart, lead him to have a sense of life. With it, self-realization and happiness. Without these values embodied in your person: there is no transformational leadership.
Introduction
The transformational Leader goes beyond mere exchanges or agreements with subordinates. It is a higher stage than transactional, in which the rewards are not extrinsic, but intrinsic. Motivation is not based on the rewards and punishments offered by the leader, but is the result of an internal motivation that leads them to prefer self-actualization over security. James MacGregor Burns, initially introduced the concept of transformational leadership, which occurs when the leader appeals to the highest moral values to guide his followers towards a higher purpose (Hughes, Ginnett and Curphy, 1999). According to the author, the boss mobilizes his people towards the highest levels of morality and motivation Burns (1978).
García del Junco and Sánchez Vurués de Segovia (1998), point out that Bass (1985) himself affirms that at the present moment there is talk (referring to transformational leadership) of a leadership that goes beyond the ordinary, that exceeds expectations normal; For Bass, new leadership, which is called transformational as opposed to transactional, is characterized by: charisma, inspiration, individual consideration, and the intellectual stimulation of the leader. We make some considerations around the four elements indicated. Etzioni (1961), tells us that the studies carried out on charisma (…) show that the commitment or identification of the followers towards their leaders is of a higher level.
In our understanding, García del Junco and Vurués de Segovia point out, one of the main contributions of Ruiz de Gauna (1989, p 549) when stating that a difficulty that Bass has not been able to overcome in his leadership models is the scarce valuation given traditionally by all theories, to leaders and followers in their regard as people. For Burns (1978), every transformational leader is not a leader, actions are transformational if society benefits from them. The person who in the organization embodies a value and a duty to be ideal, in principle constitutes the ideal prototype (leader). It is above all a being, a way of being valuable, Scheler (1941). The leader personally embodies the duty that the group members implicitly consider, that is why he makes available to the rest of the group, the team or the organization,the expression of the duty to be and of the value on which it is based, when seeing it realized in a person. And the greater the influence of the person on others, their definition as a leader is clearer (prototype), and this influence on others does not lie only in their actions, in their doing and acting, but also in their pure possible value as a prototype (leader). And against this that embodies the ideal values and duties, a good prototype (leader). This is always based on the intuition or axiological knowledge of its goodness, only before it arises the will and follow-up of the prototype person (leader). The prototype, according to its content, is a structured consistency of value in a personal way (Schiler, 1941).his definition as a leader is clearer (prototype), and this influence on others does not lie only in his actions, in his doing and acting, but also in his pure possible value as a prototype (leader). And against this that embodies the ideal values and duties, a good prototype (leader). This is always based on the intuition or axiological knowledge of its goodness, only before it arises the will and follow-up of the prototype person (leader). The prototype, according to its content, is a structured consistency of value in a personal way (Schiler, 1941).his definition as a leader is clearer (prototype), and this influence on others does not lie only in his actions, in his doing and acting, but also in his pure possible value as a prototype (leader). And against this that embodies the ideal values and duties, a good prototype (leader). This is always based on the intuition or axiological knowledge of its goodness, only before it arises the will and follow-up of the prototype person (leader). The prototype, according to its content, is a structured consistency of value in a personal way (Schiler, 1941).it is always based on intuition or axiological knowledge of its goodness, only before it does the will and follow-up of the prototype person (leader) arise. The prototype, according to its content, is a structured consistency of value in a personal way (Schiler, 1941).it is always based on intuition or axiological knowledge of its goodness, only before it does the will and follow-up of the prototype person (leader) arise. The prototype, according to its content, is a structured consistency of value in a personal way (Schiler, 1941).
Following the prototype (leader), more than an act of obedience, is: "a free surrender to the prototype content of personal value accessible to autonomous intuition" (Scheler, 1941, pp. 398 and 399). That is, as Derisi (1979, p. 122) explains, a free surrender to the ideal prototype (leader) seen in a person. It may even happen that the person (potential leader) does not embody in a relevant way that ideal prototype (leader) that the follower thinks he discovers in him. The real prototypes (leaders) are valid to the extent that they embody the ideal valuable prototypes, according to the scale of personal values that they assume and not countervalues, point out García del Junco and Vurués de Segovia. They say that the main factor that makes a person a leader is their personal values.
The leader (ideal value prototype) who embodies ideal values and duties. It is always based on intuition or axiological knowledge of its: joy, peace, patience, kindness, goodness, faith, meekness, temperance, against such things there is no law. For the just there is no law,… he for himself is law. The fruit of your heart (spirit) is love (Fardella, 2012). Values are part of the power of knowledge insofar as they guide daily behaviors, unite and give meaning to collective wills, serve to resolve conflicts and make decisions for change (Rockeach, 1976).
Then the personal values of the leader are a relevant potential in: the management of himself, his work team and in organizations. Burns, initially introduced the concept of transformational leadership, which occurs when the leader appeals to the highest moral values to guide his followers towards a higher purpose. For Bass (1985), the new leadership, which is called transformational, is characterized by: charisma, inspiration, individual consideration and the intellectual stimulation of the leader. The foregoing leads us to contrast and investigate that the personal values of the leader (Anthropological Approach: The Leader's Personal Values) (Fardella, 2011), are the roots and beacons of Bass's transformational leadership (1998).
Bass and Fardella
Bass (1998) synthesizes the “concept” of the transformative leader as one who:
1. Raise the awareness of your followers about the importance and value of idealized goals.
2. Help your team members overcome their personal interests, leading them to choose a noble cause.
In the same way, he defined the four actions or practices that every transformative leader must carry out:
Inspirational motivation, the ability to communicate transcendental visions that involve others.
Idealized influence, with its competence of personal integrity generates trust and credibility in its people, they want to emulate its behavior.
Intellectual stimulation implies fostering creativity in its people and fostering the breaking of schemes.
Individual consideration implies a concern for people, in motivating, stimulating and developing them.
Fardella (2011) points out that the leader, from his final personal values, the roots of his heart, feels that his life has meaning and this leads him to his personal fulfillment and maximum happiness. It does this by using and developing its own competencies:
to. In the sphere of thought the productive orientation is manifested in the beacons of light of their conscience, their instrumental personal values intrapersonal: respect, responsibility and honesty, leads them to the capacity to forgive and radiate joy.
b. In the sphere of feeling, productive orientation is expressed through the roots of your heart, your final intrapersonal personal values: inner harmony, freedom, and wisdom, which lead to personal fulfillment and happiness.
c. In the sphere of action, orientation is manifested in productive work, work done for: your own well-being, others, and nature. Through his instrumental interpersonal personal values: respect (prudence), responsibility (autonomy-self-control) and honesty (truth), they lead him to: have the ability to forgive and radiate joy in all his attitudes and behaviors.
The leader's key to working from the inside out is the intimate and hidden advice of his feeling. It is not an emotion that depends on an external stimulus, but rather on an intimate feeling that surrounds your entire being and is born from the depths of your heart (your spirit). Your thoughts are guided and flooded by your feelings, these are the roots from which the beacons of light of your consciousness spring.He is meek and humble of heart, he is not inferior to others, but he feels free of his own importance. His presence radiates, a spontaneous communication, mutual trust, he knows how to listen, inspires (motivates) and persuades. Guides the development of creativity and innovation, has an assertive behavior and achieves collaboration. His courage and effort is born of a transcendent inner power, because he knows that he is serving higher ends.
Its three chaotic systems: thoughts, feelings, attitudes and behaviors, self-organize their respective tractors (Fardella, 2012):
to. The intrapersonal instrumental values, the beacons of your consciousness (thoughts).
b. Final intrapersonal values, the roots of your heart (feelings).
c. And the instrumental interpersonal values that guide all their attitudes and behaviors.
They make up a complete and total chaotic system: the leader.
Analysis
Inspirational motivation according to Bass, this practice involves: “Inspiring followers, challenging them and providing meaning and meaning in their work. Foster a sense of team, enthusiasm and optimism. Leaders engage followers in envisioning the future and clearly communicate their expectations to them. They show a clear commitment to the goals set and the shared vision ”.
The practice of inspirational motivation related to "aligning people." It is important to the fact that people endorse the vision in a unified way, and that the leader communicates and transmits it with force. Bennis (1994) indicates that the leader must have a “vision that guides him” and also must passionately communicate it to his supporters. A leader draws a “transcendent vision”, shares and implements it with his people, transmits it and inspires it in a personal way. Kouzes and Posner (1993) call it "inspiring a shared vision", where they include not only the ability to perceive the vision, but also the power to transmit it and inspire followers. Kotter (1990), is the same practice mentioned in Idealized Influence that is in “establishing a sense of direction”,It refers to the fact that we must have the ability to develop a vision that describes the key aspects of the organization in the future.
The "way" of communicating the vision has an impact on the "motivation" of people.
An inspirational vision achieves greater motivation, but a better performance is not achieved. What progress performance achieves is “implementation” of the vision. Best results are achieved when the leader demonstrates the steps to achieve the vision and follows well with his people Hughes, Ginnett, and Curphy (1999). Leading an organization to implement constructive change begins by “setting a direction”: developing a vision of the future (often the far future) along with “strategies” to introduce the necessary changes to achieve that vision Kotter (1990). When an organization has a good vision, a suitable strategy and achieves success, it is time to rethink the new vision.
The vision, explains the "What", is trying to do, an "orientation" course. The strategy is the "How" the vision will become reality and the most appropriate organizational structure, coordination to put the strategy into action. It is also relevant to determine the objectives, since they provide a measurement standard based on which success or failure is measured. But, the leader must give meaning and meaning to what is going to develop, that is, he Why we do this and what for.
The leader must: "Attract attention", through a vision, not mystical, but linked to the result, the objective or the strategic direction. And "Give meaning to things", so that their dreams are manifested, and others can line up behind them, leaders must communicate their vision. Communication and alignment work together. The goal of a leader is not just to explain or clarify something, but to create meaning (Bennis, 2001).
But, for there to be good communication, mutual trust must exist, this gives rise to spontaneous communication and these two are the foundations of mutual support. If the leader does not embody the values of honesty, respect and responsibility, trust will not exist. And giving meaning and meaning not only to work, but to his own life, his people and himself, which is reflected in the self-fulfillment and happiness of all. These will not be achieved if it does not exist previously, Freedom (not attachment) and inner Harmony (peace). Thus we see the potentialities of the leader's personal values.
Idealized influence, according to Bass: “The leader must be admired, respected and must inspire confidence. The followers identify with the leader and want to emulate his behaviors ”.
This implies that your thoughts, feelings, and attitudes and behaviors are in harmony in all areas of your life. He must have the competence of integrity, which generates high confidence in him, being an example of humility in his attitudes and behavior.
Inspire trust Bennis (2001) points out that the main determinant of trust is integrity, which he called “invariability”. One study showed that people prefer individuals they can count on, even when they have different points of view. It also says that "self-control" is the knowledge and deployment of one's own abilities. And he points out that they "know themselves"; they know their strengths and feed them. Another aptitude they have: the ability to "accept risks", is related to Intellectual Stimulation.
Kouzes and Posner (1993), call this practice “modeling the way”, in it they include the concept that a leader must find their own voices, clarify their values and know themselves, so that, secondly, they can set the example. Kotter (1990) does not explicitly propose this practice, but, in motivating and inspiring, raises the need for the leader to be a model for his people. Bennis (1994) mentions this practice, he calls it integrity, it has 3 components: self-knowledge, candor and maturity. Bennis, Kouzes and Posner, to "self-knowledge" they assign great importance, and fundamental to reach to be an example for the followers. Personal Integrity: consistency in a behavioral style consistent with an ethical and value framework capable of generating credibility and trust in those supervised. This competition,It never occurs isolated from the Leader's ability to influence his people, these are skills to persuade and commit supervised people to the organization's objectives and achieve high levels of performance (Cortés, 2003).
Credibility research indicates that when one individual tries to influence another (Bornstein & Smith, 2006), the prospective follower initiates both a conscious and unconscious assessment of the potential leader and will only follow him, striving to realize all his possibilities, if believes that the leader is credible. It is based on six criteria:
- The conviction: the enthusiasm and commitment that the person shows towards the vision.
- Character: the constant demonstration of integrity, honesty, respect and trust.
- Attention: the demonstration of concern for the personal and professional well-being of others. (responsibility, respect).
- Courage: the will to defend one's beliefs and question others, admit mistakes and change behavior when necessary. (honesty).
- Serenity: the constant manifestation of appropriate emotional reactions, especially in difficult or crisis situations. (Inner harmony).
- Aptitude: competence in hard skills, such as technical, functional and with expert content, and soft skills such as interpersonal, communication, team and organizational.
Trust is a "psychological state" and not a behavior. Trusting someone corresponds to a positive disposition regarding the intentions or behavior of another (Mayer, Davis and Schoorman, 1995). The values of the leader: honesty, responsibility and respect that she embodies, and reflects them in her attitudes, behaviors and in her way of speaking, radiates trust, which is at the center of human relationships.. It has an operational and strategic power within its work team and in organizations. Her humility, which is the basis of personal integrity, is born from her final intrapersonal personal values of: Freedom and Inner Harmony that are prior and the bases of Wisdom. And in the exercise of this virtue that constitutes the perfection of contemplative activity, he reaches the maximum happiness and comes to touch the divine.
Intellectual stimulation, on this subject Bass points out: "Transformative leaders stimulate the effort of their followers to be more creative and innovative, helping them to question assumptions, rethink problems and approach old situations with new perspectives."
The leader must take risks and break the established, gradually questioning the beliefs of his people and his own. Kouzes and Posner (1993), argue that one of the five practices that every leader has to exercise is to “challenge the process”, they refer to the importance of seeking opportunities, innovating, taking risks and learning from mistakes. Kotter (1990), argues that a vital practice for a leader is to "determine direction", and includes the concept of seeking changes in the environment and innovating in products and services. Bennis (1994), defines that the leader must have “curiosity and daring”; that is, you have to take risks, experiment and try new paths.
Creativity changes our way of seeing or understanding the world, it never comes from the mind of a single person. It arises only from the existing interrelationships in a system composed of three basic elements: the domain, the field and the person. You need more than creative people, they have to have access to the right information and resources. If any of these three elements fails, the system - whether it is an organization or a larger institution, such as a nation - will not creatively adapt to the environment (Csikszentmihalyi, 1996, 1999a, 1999b, and 2000). Within the social skills at stake in the creative process is assertiveness that allows people to take the risks inherent in exposing a new idea that often goes against the established.
Las investigaciones de las últimas décadas, ha resaltado la importancia de la asertividad como una habilidad esencial para el funcionamiento interpersonal efectivo. Riso (1988) distingue dos áreas dentro de la asertividad: en “oposición” incluye la capacidad de decir “no”, de expresar desacuerdos, de hacer y recibir críticas, de defender derechos y de expresar, en general, sentimientos negativos; en “afectos”, implica dar y recibir elogios y expresar sentimientos positivos. Comportamiento asertivo, contempla la descripción de sentimientos, pensamientos, opiniones y preferencias directamente a la otra persona, en forma “honesta” y adecuada, mostrando “respeto” tanto por el otro como por uno mismo. Consiste en aprender a respetarse y ser honestos a sí mismo a la vez que se respeta y se es honesto con los demás.
The act of innovation is both cognitive and emotional. Conceiving an idea is a cognitive act, but detecting its value, nurturing it and carrying it out requires emotional skills such as: self-confidence, initiative, tenacity, and the ability to persuade, related to practical intelligence (Sternberg, 1985). Great scientists note that their creative achievements came at a time of mental stillness. Thought "plays only a subordinate role in the brief and decisive phase of the creative act itself" (Koestler, 1989). Those with a sense of humor are more productive, creative, and experience greater job satisfaction (Hemsath & Yerkes, 1997). This is directly related to the value of joy that leaders have.“The leader (the person) creates from a place of no mind (consciousness without thought), of inner stillness. Inner harmony, but for that peace to happen, there must first be freedom (not attachment).
Individual Consideration, Bass points out, " Transformational leaders pay attention to each individual's needs for achievement and growth, acting as a coach."
The leader creates a learning environment and cares about the needs of his people individually, sees them as human beings, empathizes. She delegates appropriately, listens to them, and helps develop their talents. Kouzes and Posner (1993) divide this practice in two: “facilitate others to do”, empower, delegate, develop, train and grow followers. And "encourage the heart" refer to all aspects of motivation and recognition of followers. Kotter (1990), calls it “motivating and inspiring”, she must give energy to her disciples to overcome obstacles and produce change, she must also help them satisfy their needs and aspire to high ideals. Bennis (1994), includes in the practice of "passion", through it the leader motivates third parties to follow him. Coaching:close and frequent accompaniment and communication face to face, with the aim of facilitating, supporting and guiding the performance of their roles and tasks (Cortés, 2003). Among the most important motivators at work Nelson and Spitzer (2003) mention the study by Gerald Graham: he found that the most important stimulus was the congratulations that the boss personally gave his employees for their good performance, direct recognition.
A compassionate response from the leader has enormous power, it signals to others in the organization that their efforts, even if they fail, will have a comprehensive response that encourages them to keep trying. People with this competence (Frost, 2003):
to. They know how to handle difficult people and stressful situations with diplomacy and tact.
b. They detect potential conflicts, shed light on disagreements, and help defuse them.
c. They stimulate debate and discussion.
d. And they manage to put together win-win situations.
I call this tuning, which has a leader. It begins with self-knowledge and understanding, Self-awareness. Then empathy with his neighbor, compassion, unconditional welcome, with the action of an attitude of union so that he grows. He does it with his talent in interpersonal relationships: prudence (Fardella, 2012). That habit that both sustains and perfects the human act. Implicit here are instrumental personal values: respect, honesty, responsibility, forgiveness, and joy. Without them there would be no compassionate response.
Related to prudence, Goleman (1999) points out, these two primary skills (handling impulses and concerns) are at the heart of five emotional skills:
Self-control (emotional stability), they effectively manage harmful emotions and impulses. (Inner Harmony).
Reliability and conscientiousness, maintain integrity (trust) and are responsible for personal performance. (Respect, Honesty and Responsibility with oneself and with others).
Innovation and adaptability, open to novel ideas and approaches, and flexible to react to changes. (Freedom (not attachment) and practical Wisdom).
conclusion
The leader as: Source of Inspiration (Inspirational Motivation). Guides with a "transcendent vision" shares it with his people and communicates his ideals face to face. Motivation is the energy, persistence and tenacity to achieve transcendent goals that go beyond status or money. It translates into a true passion to achieve transcendent goals full of optimism, even in the event of failure or defeat, which involve a high personal, group, institutional or organizational commitment.
When a person moves by extrinsic motivation this, depending on the reaction of the environment, what he receives in return; when it is driven by intrinsic motivation, it is responding to its own personal satisfaction, regardless of the environment; When moved by transcendent motivation, it means that it is open to the needs of others - regardless of the reaction of the environment and its own personal satisfaction-, which implies greater freedom and a higher motivational quality (Pérez López, 1979). The leader has transcendent motivation which radiates to his people. With its roots, the final intrapersonal personal values of freedom, inner harmony and wisdom. And he inspires with the beacons of his conscience, the intrapersonal instrumental personal values of respect, honesty and responsibility, to achieve worthy ends. It means that the objective to be achieved must have an ethical content that benefits man and nature.
As a Model (Idealized Influence). Acting with integrity generates high confidence in him, being an example of integrity and humility, in his attitudes and behaviors in all aspects of his life. Influence is the energy and process that motivates and inspires, commits and mobilizes the accomplishment of a transcendent task or objective. Trust is only earned with truth that is born from honesty and with it inner harmony, which implies inner peace, from which security is derived: Faith. That arises from within the being. It is a non-earthly spiritual trait. As a person, the leader has the powers of: Self-awareness and understanding (self-awareness) and Transcendent Motivation, openness to the needs of others (freedom), both enable; self-leadership (self-management) and attunement with others,compassion (social conscience); and from the adequate fusion of these two (self-management and social awareness), the talent of their relationships is born: prudence (Fardella, 2012).
He is meek and humble of heart, he is not inferior to others, but feels: free from his own importance. His personal characteristics: emotional stability (autonomy-self-control); extroversion (assertive-sociable); adaptability (flexibility-change); neatness (responsible for their attitudes and behaviors); openness (open to ideas-innovation). From humility, "personal integrity" emerges, it implies credibility and reliability: "Fair." This competition does not occur isolated from the "ability to influence", which implies compromising and persuading towards a valuable transcendent goal. It is only achieved in the “face to face” physical presence, motivating and inspiring towards productivity, creativity and innovation (talent management). And “reproduce leadership” throughout the organization, trust in the capacity and responsibility of its people,and progressively delegate authority and power (Fardella, 2012).
As an Agent of change (Intellectual stimulation). The leader creates from a place of no mind (consciousness without thought), of inner stillness. Groups perform best when they foster a state of inner harmony. Thought "plays only a subordinate role in the brief and decisive phase of the creative act itself" (Koestler, 1989). Freedom and inner harmony are the roots of Creativity, which is born from wisdom (Fardella, 2012).
People who take classes with humor show a significant increase in the retention of what was taught (Learning); those who have a sense of humor produce better work than others (Jonás, 2004). Other research shows that people with a sense of humor are more productive, creative, and experience greater job satisfaction (Hemsath & Yerkes, 1997). Within the social skills in the creative process is assertiveness. Assertive behavior includes honesty, responsibility and respect for both the other and oneself. It consists of learning to respect yourself, be honest and responsible to yourself while respecting yourself, being honest and responsible with others.
He is a Talent Manager (Individual consideration). Love your neighbor as yourself, implies that respect for one's integrity and uniqueness, love and understanding of one's own self, cannot be separated from the respect, love and understanding of another being. Self-love is inseparably linked to love of any other person. Love is: the main force for any action and the most solid base of any human relationship; and the practice of a human power, which can only be realized in freedom and "never" as a result of a compulsion (Fromm, 1994). It also implies care and responsibility for the people in charge. All in an atmosphere of inner harmony. These values inserted in the heart of each one, will achieve: productivity, growth and personal and professional development.
Leaders who show empathy and adapt to the moods of others literally affect both their own brain chemistry and that of their followers (Goleman & Boyatzis, 2008). Individual minds, in a sense, merge into a single system. Leading effectively is more about developing a genuine interest in people and the talent for fostering positive emotions in those whose cooperation and support you require than mastering: situations, or even sets of social skills. This "tuning in" is literally physical. Followers of an effective leader experience rapport with him, or what we and our colleague Annie McKee call resonance. Much of this sensation is generated unconsciously, thanks to mirror neurons and spindle cell circuitry.We do not know of clear methods to strengthen mirror neurons, spindle cells, and oscillators; thousands are activated per second during any encounter, and their exact activation patterns remain elusive. Forced attempts are counterproductive. The only way to effectively develop your social circuitry is to undertake the tough task of changing your behavior. (Goleman, Boyatzis and Mckee, 2001).Boyatzis and Mckee, 2001).Boyatzis and Mckee, 2001).
But, change behavior and effectively develop your social circuitry as Goleman, Boyatzis and Mckee point out. It is only possible if a leader changes from the inside out: in the spheres of thought (Reason) and feeling (Love) which is reflected and radiated in his prudent attitudes and behaviors (Respect, Responsibility and Honesty), that is, “integrity personal “(Freedom, Inner Harmony and Wisdom). This competence leads to the "ability to influence", motivate and inspire (Fardella, 2012).
And the Strategic Skills: Ability to visualize the future (Clear Vision); a strong sense of direction; with flexibility to change (Learning) and orientation to the development of human talent (Energy). Bass calls them: Shared Vision with Meaning and Meaning, Inspirational Motivation; change creativity and innovation, intellectual stimulation; development of people, individual consideration; the charisma and energy of the leader, Idealized influence. It is concluded that: without the personal values of the leader, his roots and beacons of light embodied in his person: there is no transformational leadership.
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